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Breakout 2.4


    Shrinkage: Building
Leadership and Taking Action



       ECR Conference, Berlin
      Wednesday 28th May 2008
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Purpose of ECR Shrinkage Group

 Raise awareness of the problem of shrinkage
 Co-ordinate and sponsor cutting edge research
 Encourage companies to address the problem
 Promote a more systematic and systemic
 approach to dealing with the problem (the ECR
 Shrinkage Road Map)
Deliverables
Measuring the Scale of the Problem – 2000 and 2004
Understanding Hot Stores – Managers OR Location?
Developing the ECR Approach – The Road Map
Scoping the Potential of RFID
Measuring Shrinkage – Developing a KPI
Targeting Hot Stores – Using Store Checklists
Redefining Shrinkage – Developing the Right Priorities
Exploring Staff Offending – Where and How
Creating a Rapid Improvement Road Map for Hot Stores
The Use of Technology – Understanding its Role and ROI
Working Together – Developing Retailer/Manufacturer Collaboration
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Defining Shrinkage
Original ECR Europe
      Definition Shrinkage

                Shrinkage




Process      Inter-    Internal   External
           company
failures     fraud       theft     theft
What Does Shrinkage Mean?
                Deliberate Under/Over Delivery
Inter-Company
                Invoice Errors
     Fraud
                Quality and Weight of Items

                Inventory Errors    Promotion Errors
   Process      Pricing Errors      Stock Going Out of Date
   Failures     Damage to Stock     Product Delivery/Scanning Errors

                Theft of Stock and Cash
   Internal     ‘Grazing’
    Theft       Collusion

                Shoplifting                      Till Snatches
  External
                Returning Stolen Goods           Burglary
   Theft
                ‘Grazing’
New Shrinkage Typology
                                                     TOTAL LOSS


                               Shrinkage                                   Cash Loss

 Process                 Product                 Value
                                                                 Unknown Loss     Internal Theft
Variance                   Loss                 Variance


           In Auditing               Damage                Reductions             External Theft


       At Checkout                   Spoilage                Pricing                   Error


            Product                                         Missed               Unknown Cash
                                   Internal Theft
           Movement                                         Claims                   Loss


           Data Errors         External Theft
Scale of the Problem
International Comparisons
Year    Source                              Size
2002    National S’market Res. Group (US)   2.32
2004    ECR Europe                          1.84
2003    Retail Council of Canada            1.75
2006    Food Marketing Institute (US)       1.69
2006    NRSS (US)                           1.57
2002    ECR Australia                       1.52
2003    Otago University (New Zealand)      1.50
2007    Global Theft Barometer              1.36
2003    Eurohandelinstituts (Germany)       1.23
The ECR 2004 Survey

Sector          % of    Value (€ billions)
                sales
Retail         1.84          18.5

Manufacturer   0.57           5.7

Total          2.41          24.2
What does €24 billion buy?
     Annual GDP of Luxembourg
Shrinkage Retail Iceberg

               Lack of visibility
               Lack of awareness
                   When did it happen?
  49%              Where did it happen?
                   How did it happen?
                   Who was responsible?
               Lack of accountability
 51%           Prioritisation of the most
               visible/acceptable
Causes of Retail Stock Loss
Study                           External   Internal   Process   Vendor

Otago Univ (New Zealand)           68         12        20        3

European Theft Barometer           49         31        14        6
ECR Europe                         38         28        27        7

Retail Council of Canada           35         40        18        7
Food Marketing Institute (US)      35         38        18        8

ECR Australia                      35         25        29        11

NRSS (US)                          33         47        15        5

National S’market (US)             20         57         ?        ?
Retailer’s Missed Profit Opportunity

                          5%

                                                             Average
                                                            th
Average Retailer Margin




                          4%                             row Retailer
                                                  in G        Shrink
                                           M   arg
                                                1.84%
                                                              Margin
                                     62%
                          3%

                                                                          4.83%
                          2%   Average
                               Retailer
                                Profit     2.99%
                          1%
                               Margin

                          0%
                                Current                       Potential
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Background and Methodology

Anecdotal evidence
Usual suspects
Findings from various shrink surveys
Contacted 20 ‘world shrinkage experts’
Ask to select their top 5 US retailers
Compiled a composite list
Ranking of US Retailers

Position     Name of Company

1            Target

2            Limited Brands

3            BestBuy

4            The Gap

5            CVS
Senior Management Commitment
Senior Management Commitment

Reaching a ‘tipping point’
Convince them of the opportunity
  Show the impact on the consumer
  Show the impact on profitability
  Show the impact on shareholder value

What senior management can provide
  Generate urgency
  Financial support
  Ensure compliance
Organisational Ownership

         Senior Management Commitment
Ensuring Organisational Ownership

 Become part of company culture
 Recognised as important
 Board level support
 Loss Prevention as ‘Agents of Change’
 Encouraging a multi function approach
Organisational Ownership   Embedding Loss Prevention

         Senior Management Commitment
Embedding Loss Prevention

Make part of routine store activities
Ensure other parts of the business buy
into the idea and have it on their agenda
Develop shrinkage as part of overall
accountability
Strong LP Leadership

Organisational Ownership   Embedding Loss Prevention

         Senior Management Commitment
Strong LP Leadership

Provide the right outlook and attitude
Drive the problem in the business
  Personality
  Energy
  Determination
  Team building
  Relationship with the Board
Strong LP Leadership      Data Management

Organisational Ownership   Embedding Loss Prevention

         Senior Management Commitment
Data Management

Remove guesswork
Develop analytical capability
Stay on top of the data
Make use of POS data – exception reporting
Use data to monitor compliance
Create focus – the ‘hot’ concept
The ‘Hot’ Concept

Unlock the value of the 'hot' concept

  Products

  Places                             Places

  People

  Processes                          People

                          Products        Processes
Prioritise
                               People

 Strong LP Leadership      Data Management

Organisational Ownership   Embedding Loss Prevention

         Senior Management Commitment
Prioritise People

Organisational Level
 Reduce churn and turn of managers
 Listen to store staff
 Link personal benefit to shrink figure
 Pre-employment screening
 Education and training of store staff
Prioritise People

Loss Prevention Team
 Create a highly multi-functional team
 Reduce reliance on former police officers
 Prioritise training LP staff
 Develop analytical capability
Prioritise Innovation      Prioritise
        and Experimentation         People

 Strong LP Leadership           Data Management

Organisational Ownership        Embedding Loss Prevention

         Senior Management Commitment
Prioritise Innovation and Experimentation


   Keep ahead of the game
   Initiate
     Pilot studies on new ideas
     Benchmarking against industry surveys
   Experiment…..
     New solutions
     New store layouts
   ECR survey showed that retailers who
   innovated and experimented most had
   20% lower shrinkage
Talk Shrinkage


        Prioritise Innovation      Prioritise
        and Experimentation         People

 Strong LP Leadership           Data Management

Organisational Ownership        Embedding Loss Prevention

         Senior Management Commitment
Talk Shrinkage

Disseminate the message up and down
the business
Get shrink on the agenda of other
functions
Make sure store teams are informed – no
excuses
Think creatively about updating the
message
Innovative Example
Emphasise
          Talk Shrinkage        Procedural
                                 Control
        Prioritise Innovation       Prioritise
        and Experimentation          People

 Strong LP Leadership            Data Management

Organisational Ownership         Embedding Loss Prevention

         Senior Management Commitment
Emphasise Procedural Control

Removes opportunity
Masks malicious activity
Delivers …
  Cost effective wins
  Quick wins
  Sustainable solutions
Process Compliance & Shrinkage
100%          96%

 90%
 80%                             73%
 70%
                                                 56%
 60%
 50%                                                                 Compliance
 40%                                                                 Shrink
 30%
 20%                                                      13%
                                          4.7%       4.5%    8.0%
 10%                 1.5%
   0%
              Store 1          Store 2           Store 3   Store 4
Source: Ahold Hypermarkets: Czech: 2004
Create Store
                   Management
                   Responsibility

                                Emphasise
          Talk Shrinkage        Procedural
                                 Control
        Prioritise Innovation       Prioritise
        and Experimentation          People

 Strong LP Leadership            Data Management

Organisational Ownership         Embedding Loss Prevention

         Senior Management Commitment
Create Store Management Responsibility


  Provide the tools and the data
  Give them training and stability
  Incentivise
  Listen to them
  Make them accountable
Create Store
                   Management
                   Responsibility

                                Emphasise
         Talk Shrinkage         Procedural
                                 Control

        Prioritise Innovation       Prioritise
        and Experimentation          People

 Strong LP Leadership            Data Management

Organisational Ownership         Embedding Loss Prevention

         Senior Management Commitment
Conclusions

Importance of senior management
commitment
All building blocks need to be in place if
store staff are to deliver
Provides a benchmarking                               Create Store




opportunity …
                                                     Management
                                                     Responsibility

                                                                 Emphasise
                                             Talk Shrinkage      Procedural
                                                                  Control

                                         Prioritise Innovation        Prioritise
                                         and Experimentation           People

                                  Strong LP Leadership            Data Management


                                Organisational Ownership         Embedding Loss Prevention


                                        Senior Management Commitment
Benchmarking Your Business

Score yourself against the Loss Prevention
Pyramid!
Feedback composite score at the end of
session
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
5   The company has available actionable, reliable and timely data on shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
5   The company has available actionable, reliable and timely data on shrinkage.
6   The company is willing to innovate and experiment to deal with the problem of shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
5   The company has available actionable, reliable and timely data on shrinkage.
6   The company is willing to innovate and experiment to deal with the problem of shrinkage.

7   The company has developed a strong multi functional and diverse team to deal with shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
5   The company has available actionable, reliable and timely data on shrinkage.
6   The company is willing to innovate and experiment to deal with the problem of shrinkage.

7   The company has developed a strong multi functional and diverse team to deal with shrinkage.

8   The issue of shrinkage is clearly and regularly communicated across the organisation.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
    Success Factor
1   There is senior management commitment to prioritise shrinkage, oversee an action plan,
    allocate resources and monitor results.
2   All parts of the business recognise the value of prioritising shrinkage.
3   All parts of the business are taking action to address the problem of shrinkage.
4   There is clear and strong leadership in place to effectively manage shrinkage.
5   The company has available actionable, reliable and timely data on shrinkage.
6   The company is willing to innovate and experiment to deal with the problem of shrinkage.

7   The company has developed a strong multi functional and diverse team to deal with shrinkage.

8   The issue of shrinkage is clearly and regularly communicated across the organisation.
9   All parts of the company recognise the link between poor process adherence and shrinkage.
Benchmarking Scoring System
 9 = The company is completely aligned on this issue
 5 = Some progress has been made in this area but much more needs to be done
 1 = Completely non existent within our organisation
     Success Factor
1    There is senior management commitment to prioritise shrinkage, oversee an action plan,
     allocate resources and monitor results.
2    All parts of the business recognise the value of prioritising shrinkage.
3    All parts of the business are taking action to address the problem of shrinkage.
4    There is clear and strong leadership in place to effectively manage shrinkage.
5    The company has available actionable, reliable and timely data on shrinkage.
6    The company is willing to innovate and experiment to deal with the problem of shrinkage.

7    The company has developed a strong multi functional and diverse team to deal with shrinkage.

8    The issue of shrinkage is clearly and regularly communicated across the organisation.
9    All parts of the company recognise the link between poor process adherence and shrinkage.

10   Store managers and associates are given the necessary data, tools and training to enable them to
     deal with shrinkage effectively.
Benchmark Results: Example

Scoring System

    High Priority (1-3.3)
                                        Create Store
    Room for
                                       Management
    Improvement (3.4-6.6)
                                       Responsibility
    Good alignment (6.7-10)
                                                    Emphasise
                              Talk Shrinkage        Procedural
                                                     Control
                            Prioritise Innovation       Prioritise
                            and Experimentation          People

                     Strong LP Leadership            Data Management

                   Organisational Ownership          Embedding Loss Prevention

                              Senior Management Commitment
Benchmark Results: Russian
                 Retailers
Scoring System

    High Priority (1-3.3)
                                        Create Store
    Room for
                                       Management
    Improvement (3.4-6.6)
                                       Responsibility
    Good alignment (6.7-10)
                                                    Emphasise
                              Talk Shrinkage        Procedural
                                                     Control
                            Prioritise Innovation       Prioritise
                            and Experimentation          People

                     Strong LP Leadership            Data Management

                   Organisational Ownership          Embedding Loss Prevention

                              Senior Management Commitment
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Collaboration context
            Manufacturer                                               Retailer


                 Strategic                                             Strategic
                  intent                      alignment                 intent



   Strategy                  Organisational              Strategy                  Organisational
implementation                  culture               implementation                  culture
The Cycle of Collaboration

                 Relevance


Consequences   Collaboration   Transparency


                  Actions
Case Studies
Case      Initiative       Focal firm       Partners

 1     Pay on scan          Retailer 1    Five suppliers


 2     Supplier             Retailer 2    Two suppliers
       engagement
 3     Product launch      Supplier 1    Four divisions of
                                            Retailer 3
Enablers and inhibitors of
                  collaboration
   Factor                   Enabler                            Inhibitor
Relevance      - Executive commitment              - Competing priorities
               - Clear link between shrinkage      - Viewing shrinkage as ‘lose less,
               and sales: lose less, sell more     sell less’
Transparency - Shrinkage and sales data, by line   - Lack of timely data
             - Easy access to data                 - Reluctance to share information
             - Relevant reporting across           - Poor communication
             functions
Actions        - Identify points of leverage       - Unstructured approach
               - Design in solutions
               - Engage cross functional team
Consequences - Isolate effects of actions          - Inability to measure direct
             - Use success to reinforce            effects
             relevance
Link to Shelf Out of Stocks

                                     Shelf Out of
                                       Stocks



                                   Un-         Information
          Product not                                            Store
                                 planned          / Data
           Supplied              Demand                        Operations
                                                  Errors


Examples: •   Mis-picks                    • Master Data Errors • Not placed an order
          •   Late deliveries              • Wrong Bar Codes    • Unrecorded In-Store
          •   Theft in Transit                                  damage
          •   Damages                                           • Mis-scan
                                                                • Mis-count
                                                                • Theft
                                                                • Unrecorded waste
Empty Shelves
Approaches to collaboration
    Stage                                         Steps
Relevance      - Quantify impact of shrinkage (and fear of shrinkage) in terms of:
                   - direct measures: lost sales and additional costs,
                   - indirect measures: shopper satisfaction; supply chain relationship.
               - Identifying role of supply chain partners in addressing shrinkage to
               create new value.
               - Link reward and recognition across functions to addressing shrinkage.
Transparency   - Collate line level data on shrinkage and sales.
               -Provide timely access to relevant information.




Actions        - Identify points of leverage, e.g. new product development; product
               launch; annual reviews; contract (re)negotiation.
               - Reach into each other’s organisations to find opportunities.
               - Engage cross functional team to co-create solutions.
Consequences   - Measure effect of work: new value created together
               -Disseminate and celebrate success
Case Study
B&Q and PJH Group
ECR Europe Forum '08. Shrinkage
B&Q and PJH
Collaborating to Reduce Shrinkage
About B&Q and Kingfisher

• Kingfisher is the Number 1 Home Improvement retailer
in Europe & 3rd Largest in the World - 700 stores in 11
countries
• 75,000 employees and serve 6m customers per week
• 324 UK B&Q Stores 3000 – 16000 sq m
• Castorama & Brico stores across European - France,
Italy, Spain, Poland & Russia
• Strategic alliance with Hornbach Germany
• Over 50 stores in China, Korea and now Hong Kong
Introducing PJH Group
• UK Number 1 Distributor supplying Kitchens, Bathrooms
  and Appliances
• Sales Channels include B&Q, National House builders and
  High Street Retailers
• Part of Globe Union Group of Companies – Worldwide
  locations in Asia, North America and Europe
• 7 Distribution centres in the UK each with customer call
  centres
• Over 50,000 sq mtr , E.25m stock holding for fast efficient
  service
• 800 Staff
• Global sourcing incl. Turkey, Italy, Germany, Spain, Asia,
  Egypt
• Own Delivery Fleet 135 vehicles – Delivering to Store and
  to Home
PJH are B&Q’s biggest Supplier of…
 • Bathroom Suites
 • Individual Bathroom
   components
 • Showers
 • ..and soon bathroom
   taps
 • Products are sold from
   B&Q stores or delivered
   directly to B&Q
   customers
2004 - PJH is B&Q’s Highest Shrinkage Vendor




Shrinkage =                   Profit =
5.70% Sales                   Flushed Away
Starting the Journey to Lower Shrinkage
  • Commitment by senior management in both
    organisations from the outset. “It must be
    fixed”
  • SKU level shrinkage data, with trend data
  • Demonstrating low shrinkage = higher sales
  • Engineering shrinkage out of the product &
    packaging
  • Isolating shrinkage “cause and effect” in each
    area of the supply chain
  • Development of a “shrinkage pipeline”
    approach to cross functional working
The Shrinkage Pipeline – deal with root cause


                 Maximum
                Profitability
                                                                    1.Historically
                                                                     1.Historically
                                                                      focus has
                                                                        focus has
                                                                     been here
                                                                       been here
                                                                         where
                                                                          where
                                                                    shrinkage Is
                                                                     shrinkage Is
                                                                       reported
                                                                         reported
                          Commercial   Supply   Services   Stores




         2. Focus
        has to be
       on the root
        cause not
       the output
                                          Shrinkage
Aligning our Approach


•   Education Programme for Store Staff

•   Showroom Roadshow Events

•   Consultants – external health checks

•   Joint Initiatives & Action



                                           *Predicted figures
50:50

Interactive Staff       15   £1 Million
                        14   £500,000
   Education:           13
                        12
                             £250,000
                             £125,000
                        11   £64,000
                        10   £32,000
                        9    £16,000
                        8    £8,000
                        7    £4,000
“Who Wants to           6
                        5
                             £2,000
                             £1,000
                        4
  be a PJH              3
                        2
                             £500
                             £300
                             £200
 Millionaire”           1    £100
15   £1 Million
                          14   £500,000
                          13   £250,000
                          12   £125,000
   What does PJH          11
                          10
                               £64,000
                               £32,000
   supply to B&Q?         9
                          8
                               £16,000
                               £8,000
                          7    £4,000
                          6    £2,000
                          5    £1,000
                          4    £500
                          3    £300
50:50                     2    £200
                          1    £100

 A: Kitchens   B: Bathrooms


 C: Paint      D: Garden Furniture
Roadshow Training Events…..
Sharing Data Across Both Organisations
Spare Parts Available for Stores
Anti-Shrink Packaging
Results so Far….
Store Compliance Improving
A Full Range On Sale to Customers
Sales are increasing….



                        se
                 nc r ea
            sI
       S ale
                             106%
                     105%
        103%
100%




2005    2006          2007   2008
…and Shrinkage is Reducing


           Sh
             ri n
 5.70%              ka
                       g   eR
                             ed
                                  uc
                                       ti o
                                           n
         4.20%

                     3.15%

                                        2.30%



 2005    2006        2007              2008
Any Questions?
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Interactive session

Each table divides into two groups
Each group reviews one case study (A or B)
Use the collaboration cycle template to
benchmark (i) retailer and (ii) supplier
Contrast your case study with the other
group on your table
Highlight actions to improve collaboration
Collaboration Cycle template
               Relevance




Consequences               Transparency




                Actions
Relevance            Transparency                 Actions           Consequences

         - Clear link between   - Detailed shrinkage     - Structured          - Measurable, direct
         shrink and sales.      and sales data.          projects.             benefits.
         - Top management       - Data mining.           - Cross-function,     - Celebrate success.
High     buy-in.                - Data openly            multi-company
         - Shrink linked to     shared.                  teams.
         objectives across                               - Co-create
         functions.                                      solutions.
         - Unquantified link    - Reasonable data,       - Ad-hoc projects.    - Occasional wins.
         between shrink and     not easy to access.      - Internal teams.     - Direct benefit
         sales.                 - Basic analysis.        - ‘Off the shelf’     difficult to measure.
Medium
         - Shrinkage owned      - Ad-hoc                 answers.              - Benefits mostly
         and managed in one     communications.                                indirect.
         function.
         - Shrink and sales     - Low resolution         - No work to          - No measurement.
         seen as separate.      data.                    identify ‘root        - No benefits.
         - LP works in          - Difficult to access.   cause’.               - Nothing to
Low      isolation.                                      - Impose unilateral
                                - No sharing /                                 celebrate.
         - No ownership.        communication.           ‘solutions’.
Collaboration Cycle template
               Relevance




Consequences               Transparency




                Actions
Case A
                Relevance




Consequences                Transparency




                 Actions
Case B
                 Relevance




Consequences                 Transparency




                  Actions
Breakout Structure
Introduction to the ECR Europe Shrinkage Group
Scale of the Problem and the Size of the Prize
Identifying Leadership in Loss Prevention
Creating Collaborative Partnerships to Reduce
Shrinkage
Interactive Session on Collaboration
Benchmark Feedback and Wrap Up
Wrap Up

Thank you
Invitation to join the ECR Europe
Shrinkage Working Group
ECR Europe Forum '08. Shrinkage

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ECR Europe Forum '08. Shrinkage

  • 1. Breakout 2.4 Shrinkage: Building Leadership and Taking Action ECR Conference, Berlin Wednesday 28th May 2008
  • 2. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 3. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 4. Purpose of ECR Shrinkage Group Raise awareness of the problem of shrinkage Co-ordinate and sponsor cutting edge research Encourage companies to address the problem Promote a more systematic and systemic approach to dealing with the problem (the ECR Shrinkage Road Map)
  • 5. Deliverables Measuring the Scale of the Problem – 2000 and 2004 Understanding Hot Stores – Managers OR Location? Developing the ECR Approach – The Road Map Scoping the Potential of RFID Measuring Shrinkage – Developing a KPI Targeting Hot Stores – Using Store Checklists Redefining Shrinkage – Developing the Right Priorities Exploring Staff Offending – Where and How Creating a Rapid Improvement Road Map for Hot Stores The Use of Technology – Understanding its Role and ROI Working Together – Developing Retailer/Manufacturer Collaboration
  • 6. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 8. Original ECR Europe Definition Shrinkage Shrinkage Process Inter- Internal External company failures fraud theft theft
  • 9. What Does Shrinkage Mean? Deliberate Under/Over Delivery Inter-Company Invoice Errors Fraud Quality and Weight of Items Inventory Errors Promotion Errors Process Pricing Errors Stock Going Out of Date Failures Damage to Stock Product Delivery/Scanning Errors Theft of Stock and Cash Internal ‘Grazing’ Theft Collusion Shoplifting Till Snatches External Returning Stolen Goods Burglary Theft ‘Grazing’
  • 10. New Shrinkage Typology TOTAL LOSS Shrinkage Cash Loss Process Product Value Unknown Loss Internal Theft Variance Loss Variance In Auditing Damage Reductions External Theft At Checkout Spoilage Pricing Error Product Missed Unknown Cash Internal Theft Movement Claims Loss Data Errors External Theft
  • 11. Scale of the Problem
  • 12. International Comparisons Year Source Size 2002 National S’market Res. Group (US) 2.32 2004 ECR Europe 1.84 2003 Retail Council of Canada 1.75 2006 Food Marketing Institute (US) 1.69 2006 NRSS (US) 1.57 2002 ECR Australia 1.52 2003 Otago University (New Zealand) 1.50 2007 Global Theft Barometer 1.36 2003 Eurohandelinstituts (Germany) 1.23
  • 13. The ECR 2004 Survey Sector % of Value (€ billions) sales Retail 1.84 18.5 Manufacturer 0.57 5.7 Total 2.41 24.2
  • 14. What does €24 billion buy? Annual GDP of Luxembourg
  • 15. Shrinkage Retail Iceberg Lack of visibility Lack of awareness When did it happen? 49% Where did it happen? How did it happen? Who was responsible? Lack of accountability 51% Prioritisation of the most visible/acceptable
  • 16. Causes of Retail Stock Loss Study External Internal Process Vendor Otago Univ (New Zealand) 68 12 20 3 European Theft Barometer 49 31 14 6 ECR Europe 38 28 27 7 Retail Council of Canada 35 40 18 7 Food Marketing Institute (US) 35 38 18 8 ECR Australia 35 25 29 11 NRSS (US) 33 47 15 5 National S’market (US) 20 57 ? ?
  • 17. Retailer’s Missed Profit Opportunity 5% Average th Average Retailer Margin 4% row Retailer in G Shrink M arg 1.84% Margin 62% 3% 4.83% 2% Average Retailer Profit 2.99% 1% Margin 0% Current Potential
  • 18. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 19. Background and Methodology Anecdotal evidence Usual suspects Findings from various shrink surveys Contacted 20 ‘world shrinkage experts’ Ask to select their top 5 US retailers Compiled a composite list
  • 20. Ranking of US Retailers Position Name of Company 1 Target 2 Limited Brands 3 BestBuy 4 The Gap 5 CVS
  • 22. Senior Management Commitment Reaching a ‘tipping point’ Convince them of the opportunity Show the impact on the consumer Show the impact on profitability Show the impact on shareholder value What senior management can provide Generate urgency Financial support Ensure compliance
  • 23. Organisational Ownership Senior Management Commitment
  • 24. Ensuring Organisational Ownership Become part of company culture Recognised as important Board level support Loss Prevention as ‘Agents of Change’ Encouraging a multi function approach
  • 25. Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 26. Embedding Loss Prevention Make part of routine store activities Ensure other parts of the business buy into the idea and have it on their agenda Develop shrinkage as part of overall accountability
  • 27. Strong LP Leadership Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 28. Strong LP Leadership Provide the right outlook and attitude Drive the problem in the business Personality Energy Determination Team building Relationship with the Board
  • 29. Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 30. Data Management Remove guesswork Develop analytical capability Stay on top of the data Make use of POS data – exception reporting Use data to monitor compliance Create focus – the ‘hot’ concept
  • 31. The ‘Hot’ Concept Unlock the value of the 'hot' concept Products Places Places People Processes People Products Processes
  • 32. Prioritise People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 33. Prioritise People Organisational Level Reduce churn and turn of managers Listen to store staff Link personal benefit to shrink figure Pre-employment screening Education and training of store staff
  • 34. Prioritise People Loss Prevention Team Create a highly multi-functional team Reduce reliance on former police officers Prioritise training LP staff Develop analytical capability
  • 35. Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 36. Prioritise Innovation and Experimentation Keep ahead of the game Initiate Pilot studies on new ideas Benchmarking against industry surveys Experiment….. New solutions New store layouts ECR survey showed that retailers who innovated and experimented most had 20% lower shrinkage
  • 37. Talk Shrinkage Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 38. Talk Shrinkage Disseminate the message up and down the business Get shrink on the agenda of other functions Make sure store teams are informed – no excuses Think creatively about updating the message
  • 40. Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 41. Emphasise Procedural Control Removes opportunity Masks malicious activity Delivers … Cost effective wins Quick wins Sustainable solutions
  • 42. Process Compliance & Shrinkage 100% 96% 90% 80% 73% 70% 56% 60% 50% Compliance 40% Shrink 30% 20% 13% 4.7% 4.5% 8.0% 10% 1.5% 0% Store 1 Store 2 Store 3 Store 4 Source: Ahold Hypermarkets: Czech: 2004
  • 43. Create Store Management Responsibility Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 44. Create Store Management Responsibility Provide the tools and the data Give them training and stability Incentivise Listen to them Make them accountable
  • 45. Create Store Management Responsibility Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 46. Conclusions Importance of senior management commitment All building blocks need to be in place if store staff are to deliver Provides a benchmarking Create Store opportunity … Management Responsibility Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 47. Benchmarking Your Business Score yourself against the Loss Prevention Pyramid! Feedback composite score at the end of session
  • 48. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation
  • 49. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results.
  • 50. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage.
  • 51. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage.
  • 52. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage.
  • 53. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage.
  • 54. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage. 6 The company is willing to innovate and experiment to deal with the problem of shrinkage.
  • 55. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage. 6 The company is willing to innovate and experiment to deal with the problem of shrinkage. 7 The company has developed a strong multi functional and diverse team to deal with shrinkage.
  • 56. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage. 6 The company is willing to innovate and experiment to deal with the problem of shrinkage. 7 The company has developed a strong multi functional and diverse team to deal with shrinkage. 8 The issue of shrinkage is clearly and regularly communicated across the organisation.
  • 57. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage. 6 The company is willing to innovate and experiment to deal with the problem of shrinkage. 7 The company has developed a strong multi functional and diverse team to deal with shrinkage. 8 The issue of shrinkage is clearly and regularly communicated across the organisation. 9 All parts of the company recognise the link between poor process adherence and shrinkage.
  • 58. Benchmarking Scoring System 9 = The company is completely aligned on this issue 5 = Some progress has been made in this area but much more needs to be done 1 = Completely non existent within our organisation Success Factor 1 There is senior management commitment to prioritise shrinkage, oversee an action plan, allocate resources and monitor results. 2 All parts of the business recognise the value of prioritising shrinkage. 3 All parts of the business are taking action to address the problem of shrinkage. 4 There is clear and strong leadership in place to effectively manage shrinkage. 5 The company has available actionable, reliable and timely data on shrinkage. 6 The company is willing to innovate and experiment to deal with the problem of shrinkage. 7 The company has developed a strong multi functional and diverse team to deal with shrinkage. 8 The issue of shrinkage is clearly and regularly communicated across the organisation. 9 All parts of the company recognise the link between poor process adherence and shrinkage. 10 Store managers and associates are given the necessary data, tools and training to enable them to deal with shrinkage effectively.
  • 59. Benchmark Results: Example Scoring System High Priority (1-3.3) Create Store Room for Management Improvement (3.4-6.6) Responsibility Good alignment (6.7-10) Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 60. Benchmark Results: Russian Retailers Scoring System High Priority (1-3.3) Create Store Room for Management Improvement (3.4-6.6) Responsibility Good alignment (6.7-10) Emphasise Talk Shrinkage Procedural Control Prioritise Innovation Prioritise and Experimentation People Strong LP Leadership Data Management Organisational Ownership Embedding Loss Prevention Senior Management Commitment
  • 61. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 62. Collaboration context Manufacturer Retailer Strategic Strategic intent alignment intent Strategy Organisational Strategy Organisational implementation culture implementation culture
  • 63. The Cycle of Collaboration Relevance Consequences Collaboration Transparency Actions
  • 64. Case Studies Case Initiative Focal firm Partners 1 Pay on scan Retailer 1 Five suppliers 2 Supplier Retailer 2 Two suppliers engagement 3 Product launch Supplier 1 Four divisions of Retailer 3
  • 65. Enablers and inhibitors of collaboration Factor Enabler Inhibitor Relevance - Executive commitment - Competing priorities - Clear link between shrinkage - Viewing shrinkage as ‘lose less, and sales: lose less, sell more sell less’ Transparency - Shrinkage and sales data, by line - Lack of timely data - Easy access to data - Reluctance to share information - Relevant reporting across - Poor communication functions Actions - Identify points of leverage - Unstructured approach - Design in solutions - Engage cross functional team Consequences - Isolate effects of actions - Inability to measure direct - Use success to reinforce effects relevance
  • 66. Link to Shelf Out of Stocks Shelf Out of Stocks Un- Information Product not Store planned / Data Supplied Demand Operations Errors Examples: • Mis-picks • Master Data Errors • Not placed an order • Late deliveries • Wrong Bar Codes • Unrecorded In-Store • Theft in Transit damage • Damages • Mis-scan • Mis-count • Theft • Unrecorded waste
  • 68. Approaches to collaboration Stage Steps Relevance - Quantify impact of shrinkage (and fear of shrinkage) in terms of: - direct measures: lost sales and additional costs, - indirect measures: shopper satisfaction; supply chain relationship. - Identifying role of supply chain partners in addressing shrinkage to create new value. - Link reward and recognition across functions to addressing shrinkage. Transparency - Collate line level data on shrinkage and sales. -Provide timely access to relevant information. Actions - Identify points of leverage, e.g. new product development; product launch; annual reviews; contract (re)negotiation. - Reach into each other’s organisations to find opportunities. - Engage cross functional team to co-create solutions. Consequences - Measure effect of work: new value created together -Disseminate and celebrate success
  • 69. Case Study B&Q and PJH Group
  • 71. B&Q and PJH Collaborating to Reduce Shrinkage
  • 72. About B&Q and Kingfisher • Kingfisher is the Number 1 Home Improvement retailer in Europe & 3rd Largest in the World - 700 stores in 11 countries • 75,000 employees and serve 6m customers per week • 324 UK B&Q Stores 3000 – 16000 sq m • Castorama & Brico stores across European - France, Italy, Spain, Poland & Russia • Strategic alliance with Hornbach Germany • Over 50 stores in China, Korea and now Hong Kong
  • 73. Introducing PJH Group • UK Number 1 Distributor supplying Kitchens, Bathrooms and Appliances • Sales Channels include B&Q, National House builders and High Street Retailers • Part of Globe Union Group of Companies – Worldwide locations in Asia, North America and Europe • 7 Distribution centres in the UK each with customer call centres • Over 50,000 sq mtr , E.25m stock holding for fast efficient service • 800 Staff • Global sourcing incl. Turkey, Italy, Germany, Spain, Asia, Egypt • Own Delivery Fleet 135 vehicles – Delivering to Store and to Home
  • 74. PJH are B&Q’s biggest Supplier of… • Bathroom Suites • Individual Bathroom components • Showers • ..and soon bathroom taps • Products are sold from B&Q stores or delivered directly to B&Q customers
  • 75. 2004 - PJH is B&Q’s Highest Shrinkage Vendor Shrinkage = Profit = 5.70% Sales Flushed Away
  • 76. Starting the Journey to Lower Shrinkage • Commitment by senior management in both organisations from the outset. “It must be fixed” • SKU level shrinkage data, with trend data • Demonstrating low shrinkage = higher sales • Engineering shrinkage out of the product & packaging • Isolating shrinkage “cause and effect” in each area of the supply chain • Development of a “shrinkage pipeline” approach to cross functional working
  • 77. The Shrinkage Pipeline – deal with root cause Maximum Profitability 1.Historically 1.Historically focus has focus has been here been here where where shrinkage Is shrinkage Is reported reported Commercial Supply Services Stores 2. Focus has to be on the root cause not the output Shrinkage
  • 78. Aligning our Approach • Education Programme for Store Staff • Showroom Roadshow Events • Consultants – external health checks • Joint Initiatives & Action *Predicted figures
  • 79. 50:50 Interactive Staff 15 £1 Million 14 £500,000 Education: 13 12 £250,000 £125,000 11 £64,000 10 £32,000 9 £16,000 8 £8,000 7 £4,000 “Who Wants to 6 5 £2,000 £1,000 4 be a PJH 3 2 £500 £300 £200 Millionaire” 1 £100
  • 80. 15 £1 Million 14 £500,000 13 £250,000 12 £125,000 What does PJH 11 10 £64,000 £32,000 supply to B&Q? 9 8 £16,000 £8,000 7 £4,000 6 £2,000 5 £1,000 4 £500 3 £300 50:50 2 £200 1 £100 A: Kitchens B: Bathrooms C: Paint D: Garden Furniture
  • 82. Sharing Data Across Both Organisations
  • 83. Spare Parts Available for Stores
  • 87. A Full Range On Sale to Customers
  • 88. Sales are increasing…. se nc r ea sI S ale 106% 105% 103% 100% 2005 2006 2007 2008
  • 89. …and Shrinkage is Reducing Sh ri n 5.70% ka g eR ed uc ti o n 4.20% 3.15% 2.30% 2005 2006 2007 2008
  • 91. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 92. Interactive session Each table divides into two groups Each group reviews one case study (A or B) Use the collaboration cycle template to benchmark (i) retailer and (ii) supplier Contrast your case study with the other group on your table Highlight actions to improve collaboration
  • 93. Collaboration Cycle template Relevance Consequences Transparency Actions
  • 94. Relevance Transparency Actions Consequences - Clear link between - Detailed shrinkage - Structured - Measurable, direct shrink and sales. and sales data. projects. benefits. - Top management - Data mining. - Cross-function, - Celebrate success. High buy-in. - Data openly multi-company - Shrink linked to shared. teams. objectives across - Co-create functions. solutions. - Unquantified link - Reasonable data, - Ad-hoc projects. - Occasional wins. between shrink and not easy to access. - Internal teams. - Direct benefit sales. - Basic analysis. - ‘Off the shelf’ difficult to measure. Medium - Shrinkage owned - Ad-hoc answers. - Benefits mostly and managed in one communications. indirect. function. - Shrink and sales - Low resolution - No work to - No measurement. seen as separate. data. identify ‘root - No benefits. - LP works in - Difficult to access. cause’. - Nothing to Low isolation. - Impose unilateral - No sharing / celebrate. - No ownership. communication. ‘solutions’.
  • 95. Collaboration Cycle template Relevance Consequences Transparency Actions
  • 96. Case A Relevance Consequences Transparency Actions
  • 97. Case B Relevance Consequences Transparency Actions
  • 98. Breakout Structure Introduction to the ECR Europe Shrinkage Group Scale of the Problem and the Size of the Prize Identifying Leadership in Loss Prevention Creating Collaborative Partnerships to Reduce Shrinkage Interactive Session on Collaboration Benchmark Feedback and Wrap Up
  • 99. Wrap Up Thank you Invitation to join the ECR Europe Shrinkage Working Group