Interview
nothing has changed,” says
Jennings.
Dealing with people across the
business is this agenda that gets
Jennings out of bed in the morning.
They are the greatest asset to his loss
prevention strategy, but people are
also the major reason shrink occurs
in the first place whether it is
through opportunistic theft or poor
process management – their actions
are bad for business.
“My role is about making a
contribution to the business. I am
never satisfied with what we have
got; the status quo. I am only
interested in how we could do it
better or faster. I need to keep
thinking about the best ways to do
things because I genuinely believe
there is no such word as ‘can’t’.”
Outside of Boots store, Jennings
has worked with police and trading
standards officers to crack down on
the illicit trade in Boots No7
cosmetics that find their way into car
boot sales. A clever tagging
technology that indelibly highlights
that the items are ‘only to be sold in
Boots stores’, is a give-away to
undercover officers patrolling
business approach to tackling “We can see what we are losing, markets and they, along with
security issues. When I speak to but the task is always to see where trading standards, have the power
vendors, I need to know that they it is going, or who is responsible so to close down stall holders selling
understand where I am coming that we can prevent it. That is why such merchandise.
from. I look at their range of everyone is encouraged to work on “Inside and outside of our stores,
solutions, but I then issue a the shop floor in order that they can we focus our lens upon all shrink
challenge to them – can it work in see what is happening. If people see and try and keep one step ahead of
my stores? I’m not only interested suspicious behaviour, they must not the fraudsters because there are
in what the technology can do, but keep it to themselves; they know always changes in the illicit market
I always ask: “Can our people use they must report it. That way place.”
it, day in and day out? How will it everyone is supportive and behind Robert Jennings and his team do
help bring shrink levels down?” the loss prevention agenda.” not sit in their Nottingham ivory
Jennings was seconded to loss People are the best tools for the tower directing loss prevention
prevention seven years ago. It was loss prevention task, but technology strategy. Their role is on the shop
Christmas 2001 and he was given also plays a leading role. Data floor of the around 2,600 stores
just a few weeks to come up a cross- Mining enables store managers to empowering staff and leading by
business shrink strategy. measure transactional discrepancies example across the vast Boots UK
“My strategy was simple: you day to day and weekly shrink estate. Their message is simple:
can’t reduce shrink unless you can measures through a ‘dashboard’ of shrink is a bad cost for business and
measure it so I instigated more priority actions helps keep shrink in not to be tolerated. Like the founder
regular counts of stocks and put in constant focus. It also has a of the business Jesse Boot, Jennings
place more regular key performance preventative message because the is taking a stand that combines hard
indicators (KPIs) to measure constant attention to detail means commercial facts and getting the
performance and help maintain that any potentially dishonest staff best out of people. The trained
focus. I wanted to take shrink from are more likely to get caught. pharmacist is an expert in ‘counter
a Friday afternoon topic to a “You can get a bigger return on intelligence.’ He is dispensing strong
Monday morning agenda item.” investment in technology if you medicine and tough love in the form
The strategy began to pay take it to the business with the of ‘over the counter’ cultural change
dividends and constant message that shrink is a bad cost. It and ‘can-do’ attitudes and it is that
measurement and reviewing of KPIs is nothing to do with a credit which is preventing ‘under the
across the business has delivered. crunch, it is always bad for business, counter’ fraud. RF
ISSUE 3 DECEMBER 2008 • 31
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44