LP Magazine

MAY-JUN 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.

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34 MAY–JUNE 2019 | LOSSPREVENTIONMEDIA.COM PARTNERING WITH RETAILERS to manage your time like you are in an office. EDITOR: Did your practitioner peers view you or treat you differently as a vendor? ROSENTHAL: I don't think so. I never had anyone call me "a sales person," and the people I was closest with offered me great advice in my transition. I think the thing that helped me the most was I never forgot what it was like to be on the other side of the desk. The retailers I called on treated me more as a consultant than a sales person. I strived to make my customers feel like I was part of their teams. Kelli Woelfel started her retail career over twenty years ago and has held positions within nancial, inventory, and vendor quality control. As the director of LP for a nationwide retail chain, she selected and implemented a rst-generation analytics solution. She has been working in the retail analytics software industry now for almost ten years. EDITOR: What is Profitect and your role with the company? WOELFEL: Profitect is a prescriptive analytics software company for retail and [consumer packaged goods]. Our award-winning solution is powered by machine learning and AI. My role has evolved over the past seven years. Originally as VP of industry solutions, my role was to help prospective customers understand how our solution could help solve their business problems. Today, I am VP of strategic business value. My team works with our current customers to monitor, build, and report on business value for long-term success in part by delivering new innovation to customers. EDITOR: You have an exceptional educational and LP experience. What challenges were there for you in the transition? WOELFEL: I came from corporate-level positions, which was a pretty easy transition. As director of LP, sales audit, and vendor quality at Linens 'n Things, we implemented an exception-based reporting solution, which we used every day. I understood how data could drive an LP department to become a critical member of the wider operation. EDITOR: What are the attributes of the ideal retail client? HENDERSON: First and foremost, someone who desires a true partnership with us and not just what's in it for them. Most of the features we offer clients came from great discussions and working closely to identify problems and working together to solve them. More of the tangible attributes that allow us to serve a client the best have to do with fulfilling client needs for large amounts of permanent guard services at locations around the country, centralized billing, a need for field LP managers to have visibility into the guard program's performance, and a desire for complete control of a large, national guard program. LEWIS: Someone who is open-minded and allows experienced, responsible, and professional solutions providers to understand their needs and offer suitable solutions. RAMOS: Each retail client is different, and each faces different challenges. However, the ideal client sees the urgency to make quick and informed decisions. They recognize that legacy tools don't work in today's fluid retail and omni-channel landscape. ROSENTHAL: The best customers out there truly believe in a partnership with the vendor. This means open lines of communication, understanding and relaying priorities, and understanding the limitations we have as vendors. The biggest attribute is honesty and transparency in the relationship. WOELFEL: Our ideal retail customer has several traits. First, they have lots of data and want to get more out of it, specifically, to use it to find out what they don't know. They want to use data to empower people within their organizations but without requiring them to become data analysts. Most importantly, our ideal customer wants change. They want to use their data to do things differently, to capture the "total retail loss" mindset. They have a vision of using data itself differently and to use it for more than just theft prevention. EDITOR: What frustrates you most about being a solution provider? LEWIS: Being unable to have a conversation with a retailer who you feel would benefit from your solutions. RAMOS: Indecision is probably the biggest frustration, and a lot of that is being driven by our society's "bright shiny object" syndrome. Although there are some exciting innovations happening, they're not the solutions for everything, and they create unrealistic expectations. O "Indecision is probably the biggest frustration, and a lot of that is being driven by our society's 'bright shiny object' syndrome. Although there are some exciting innovations happening, they're not the solutions for everything, and they create unrealistic expectations." Pedro Ramos, Agilence

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