LP Magazine

MAR-APR 2018

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/955857

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Page 19 of 76

ALL TOGETHER NOW continued on page 20 19 LP MAGAZINE | MARCH–APRIL 2018 and deployed it in high-shrink areas of high-shrink stores. So potential thieves who linger in aisles before stealing are instead greeted by staff asking to help them. "It's been a great tool for us. It relates to the basic point that the best shrink deterrent is good customer service," said Roubic. "The point is that it started as an operations tool, and we've turned it into a successful tool for theft prevention, and that's because we got involved at the forefront. And as it continues to develop, it has the potential to be leveraged by marketing and other business partners." Although it can be a challenge to initiate, cross-functional collaboration—once established—will typically reinforce itself. "The more you're seen as taking a holistic approach, the more others are likely to connect with you on their initiatives and for you to be involved in their projects from a shrink perspective," explained one LP director. "Because I involve my peers in our initiatives, they all involve me in theirs.'" AP has a large degree of responsibility for innovation at Macy's, and innovation shouldn't only be the focus of top AP executives, according to Brian Goddard. He has more than two decades in AP, many at the store level, and thinks store personnel are valuable assets in a corporate AP department's pursuit of innovation. "[Innovation] doesn't have to start at the highest level and trickle down. I personally came up with ideas at the store level, innovations involving expense reduction and better information sharing, and had the mindset that I wanted to see those tools trickle up." So it makes sense that a significant focus of Goddard's corporate position now is to go out in the field to collect those store-level ideas to help drive strategic AP innovation companywide. "I ask merchants and operations managers what they want to see, what we can do to make it happen, and how different tools relate to customer service," he said. "It's important to stay in close touch with our AP partners in the field—and also our non-AP partners in the field. Some of our best ideas and achievements have come to fruition from non-AP partners. The more partnerships you secure and the more they embrace the technology and understand what it can do for them, the more likely your projects are to be successful." Store-level training is another part of Goddard's field outreach, which he sees as a critical, final piece in AP innovation projects. "You have to coach on what these innovations are," said Goddard. His outreach to stores includes going to marketing and sales managers and piquing their interest with use-case scenarios: What if I could tell you the average time the last ten customers had to wait in line was six minutes? What if I told you that you that you can get a text the next time that waits exceed three minutes? What if you knew which was your busiest door during the busiest time of day? "And it's much the same with the operations piece, where we'll go to them and say, 'What if you could see what's going on in all your stores and provide you a live view of loading docks?'" This is incredibly powerful information, and the better you can paint that picture, the better position AP is

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