LP Magazine

JAN-FEB 2019

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

Issue link: http://digital.lpportal.com/i/1078914

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Page 37 of 77

continued from page 35 36 JANUARY–FEBRUARY 2019 | LOSSPREVENTIONMEDIA.COM EDITOR: I've always thought of you as one of the most articulate persons I've ever known, and yet English is your second language, correct? How did you make that transition? There's not even a hint of another language in your speech. SCROFANI: Yes, English is my second language. When I came to this country forty-plus years ago, we did what most Italians do. We came to a part of New Jersey, Paterson, that was filled with Italians. I started first grade at a Catholic school in Paterson called St. Anthony's. Anyone that spoke Italian was put in a corner with Italian-American kids who spoke Italian. That's how you assimilated. I had two challenges. First, I spoke proper Italian, but the kids I sat with spoke a dialect. It was difficult to communicate. I would go home and ask my mom and dad, "They said this word. I have no idea what it means." They would say, "That's from this part of Italy, and this is what it means." Second, I did not like when I was poked fun of. So I forced myself to really learn English as fast as I could. It took me six months to be comfortably conversational. The one thing that saved me was math. Math is universal and the same in every language; one plus one is two. And I was really good at math. So I quickly learned to speak English well, so I wouldn't ever have to deal with language as an obstacle. EDITOR: You wrote an article for us a few years ago on your vision of the mall of the future. I'm guessing that your vision has probably evolved at this point. Talk about what you see, not just LP or supply chain, but how you see the retail world evolving in the near future. SCROFANI: We're seeing it happen right now. You walk in some of the big retail department stores, and there are multiple vendors that have leased departments in the store, which technically means that their stores are inside your store. Now you're seeing layers of restaurants being added. You're starting to see that they're bringing in people to talk about health and wellness. So it's really beginning to happen. What is going into the malls today that is nontraditional? They are putting in more financial institutions. Some kind of e-learning classes or schools. All that's happening. So malls are becoming somewhere that you go to be in an environment that has everything in it. It's got your urgent care. It's got virtual universities, so you can take classes. Your gym is in there. And everything inside the mall becomes like a small community. And think about if you have a dog or a child—you drop the dog off at a pet park with a veterinary clinic next door. And you drop the baby off at the daycare center. Malls can slowly evolve to safe-haven communities. EDITOR: How will this effect asset protection? SCROFANI: It will force AP to really think about how to manage human capital within this giant community, almost like they do at very large theme parks. So people that come to visit this mall would receive an RFID wristband. Now you know the family unit includes the parent, the child, and the dog. They're all inside. You've got full, smart technology, so the mall security understands how many people are in there, where they are, what's going on, what the relationship is to what ID badge. That's the easy part. Then comes the store associates. Now that social media is everywhere you are, how do you make sure that every person in the AP world is well-versed in how to engage an individual? You've got a lot of different types of identifications out there as far as how people want to be identified. How do you engage that individual without putting the brand of the company at risk by referring to them by something they don't want to be called? That kind of soft-skill demand is coming really fast because it's not just about the person making a mistake. It rolls up quickly to the CEO of the company. And before you know it, your brand is tarnished. I think that's starting to happen in individual stores at the transaction level, but when this new evolution becomes real, it'll be a big to-do. EDITOR: One more question. You are on the board of ISCPO (International Supply Chain Protection Organization). For those who don't know, give us a short description of what that organization is all about and what we could expect from the upcoming conference in March. SCROFANI: The board is made up of a great group of people. The best part of what we do is, we're not tied into a specific segment of the industry. On our board there's someone from the insurance industry, someone from retail, manufacturing, third-party logistics, and law enforcement. We try to address what the problems are that we continue to face in the marketplace that we can educate the industry. We have certification programs where we allow specific trucking companies to certify themselves with our work. We make sure that their standards are above board, and we help them build strong, solid, transportation security and distribution programs. We do a lot of training, education, and information sharing. You can expect this year's conference March 6–7 in Dallas will be a solid event. We're going to deliver the right message to the right audience at the right time. We fully understand that omni-channel is going to take over much of the conversation. Once you walk into the ISCPO door, it's ginormous. You have to kind of pick your avenue, go down the hall, because we're going to be able to walk you through a lot of what we've talked about today with a lot more detail, a lot more resources, and a ton of passion and vigor. It's an exciting time to be connected to ISCPO, and I truly look forward to a lot of our good industry friends making their way this time. It's not just for supply chain professionals. It's the right time for brick-and-mortar associates to start shoring up their glossaries because supply chain AP and store AP will all b e talking the same language sooner or later. THE EVOLUTION OF LP TO SUPPLY CHAIN OMNI-CHANNEL EXPERTS

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