LP Magazine

JUL-AUG 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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30 JULY–AUGUST 2019 | LOSSPREVENTIONMEDIA.COM LEARNINGS IN THE QUICK-SERVICE RESTAURANT SEGMENT O ver the years, LP Magazine has interviewed a number of executives in the casual and quick-service restaurant industry as well as published contributed articles from practitioners in that segment. In conjunction with the 40th annual conference of the Restaurant Loss Prevention & Security Association (RLPSA) August 4–7 in Nashville, we look back at some of the past articles and provide excerpts here. The full articles can be found on the magazine website at LossPreventionMedia.com. McDonald's USA Rob Holm, Senior Director of Safety and Security for US Operations Excerpts from "From Corporate Security to Restaurant Loss Prevention and Safety" July–August 2016 "We have approximately 36,000 restaurants worldwide and serve more than 67 million people a day. Within the United States, we have approximately 14,000 restaurants serving more than 25 million people a day…." "We believe that our company-owned restaurants serve a valuable purpose, and it's really about the people. We put people through our restaurants. We train them. We develop them. We want them to mature. We want them to grow. We want them to be successful. In fact, about half our leadership came from restaurants, so we embrace that. " Also, when we want to test and try something new, whatever that might be—a menu item, a piece of equipment, a design in a restaurant—our company-owned restaurants provide a good location…." "Serving and supporting the company-owned and franchise-owned restaurants are both very important. Almost my entire team is located in the field, which provides them a very good opportunity to understand the local business needs and issues. By aligning our objectives with regional leadership's goals helps guide us on our priorities…." "Having a lean organization is a matter of perspective. I have a different point of view. It is not the size of my organization I focus on, it's really about the value my organization brings to the company and to our stakeholders. McDonald's is not in the security business, we're in the hamburger business. Therefore, we need to be good students of the business and be seen as true business professionals first, subject-matter experts second. If we apply this approach, it shouldn't matter the number of restaurants. It's really about being smart and leveraging your resources that achieve the best results…." "For any issue, we have a two-pronged approach—proactive and reactive. From a proactive standpoint, it's all about education, training, and awareness. Sustaining the security and protection of our employees and customers is the number one goal, so we focus on educating our managers on safety practices, crime prevention, and food and inventory standards. We want our training programs to be there to minimize any issues we can before they happen. "Then the other prong is reacting to situations that may arise, whether a crime, accident, or a situation that could impact our customers. We get a lot of attention. It's one of the wonderful things that come with being one of the most recognized brands in the world. But a lot of the focus on us is just a simple result of being deep in the community." Dunkin' Brands David Johnston, Senior Director of Loss Prevention and Corporate Security Excerpts from "From Retail LP to Solution Provider to Restaurant Brand Protection" July–August 2017 McDonald's is not in the security business, we're in the hamburger business. Therefore, we need to be good students of the business and be seen as true business professionals first, subject- matter experts second. If we apply this approach, it shouldn't matter the number of restaurants. It's really about being smart and leveraging your resources that achieve the best results.

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