1. Introduction To prevent loss is one of the primary goals of the security system of a retail store. There are various tools, equipment, applications, and strategies that are used for retail security. However, this paper adopts a simple yet innovative approach towards preventing loss in the three identified auto stores – integration. Integration is an approach that seeks to improve the effectiveness of each specific loss prevention technology by thoughtfully assimilating all into a singular-working system. Integration allows all the security system to work as a unit thus enhancing their power and streamlining their security (Greggo & Kresevich, 2016). This paper is written from a perspective of a Security Director for the three auto spare parts stores and it will present a discussion on how the various security measures presented above will be put together with the primary objective of preventing vices that contribute to losses. The discussion will cover loss prevention, applicant screening, both internal and external loss-related threats and how to counter them, internal and law enforcement investigations, fraud prevention, risk management, emergency management and safety in each of the retail stores.

2. Applicant screening

The first and probably the most important step in improving in-store security and loss prevention is by ensuring that applicants they are who claim to be, they pass the security checks set for the job, and they meet the requirements for employment. Applicant screening will be a vital part of promoting personnel security. Applicant screening will be important for unearthing any information concealed or misrepresented by the applicant and any security concerns (Huang & Cappelli, 2010). The screening elements will include;

· Verification of identity

· Verification of the right to work in the region, the state, and the country

· Confirmation of work history and qualifications

· Check for any criminally related issues through the relevant authorities.

Applicant screening will be an important element of the human resource security; however, it won’t be a complete solution. The screening will be a continuous part of the personnel security regime for the stores. The continuous screening will be adopted because people and the attitudes they hold can change through time, or at an instance as a response to events. A genuine and honest employee can change to be perpetrators of malicious acts, as their motives and loyalties can change through the time, after recruitment (Huang & Cappelli, 2010). Continuous screening of employees will have a holistic approach that includes a security-oriented culture, monitoring for protection, and access control.

3. Loss prevention

It is the primary goal for the security director of the stores to ensure the successful protection of property. However, this goal is always frustrated by loss and theft. In the auto repair sector, losing a single part has deleterious effects of increased loss which might have the eventual effect of the inability to absorb the losses attached (Bamfield, 2012). This challenge is aggravated by cash losses and other crime-related events that are originated from both within and without. The money directed towards investigations, and measures reactive to losses, including civil processes after theft are all deleterious financially (Hayes, 2007).

It is profitable to invest in loss preventive measures. There are numerous options for a retail store to prevent loss and they include the format of the shop, adoption of e-commerce, use of catalogs, and utilization of home shopping resources which are currently gaining traction among customers as a result of the technological revolution that has continued to expand (Bamfield, 2012). Given the competitive nature of the market today, protection of goods and promotion of safe and friendly environment for customers is important for profits and competitive edge.

3.1. Shoplifting

Shoplifting accounts for over 40% of losses in the American retail sector and it continues to be a challenge for retailer owners and security managers (Finklea, 2011). Due to shoplifting, the American retail sector losses about $15 billion each year (Beck & Peacock, 2009). Shoplifting is of various types, and even though all are deleterious to the business, the most damaging are professional shoplifters, referred to as “boosters.” These are career criminals who steal goods and convert them to cash over the fence, through online auctions, street vendors, and flea markets. Boosters are a threat because they are aware of the security system of the store and are effectively armed with the tactics required to beat it (Finklea, 2011).

Various methods are used to prevent shoplifters including Electronic...

However, to be more effective, each of the stores will have to adapt the various tools available for better identification of theft dynamics, to alert any shoplifting attempts on time, and to prevent false alarms. Each of the three stores will prevent loss by integration the various stand-alone alarm and monitoring systems to a better, more effective transaction-oriented information system (Finklea, 2011). Integration of these systems will be at all levels – hardware to hardware, hardware to software, and software to software. Integration will revolve around and be driven my data management.
4. Internal threats and countermeasures

4.1. Employee theft

Of all the loss related threats that a retail store faces, internal threats are probably the most insidious. Internal fraud and theft account for billions and it happens in the form of loss of supplies, inventory, and store. Internal threats are a major concern because employees - who are the perpetrators – have insider information, knowledge, and access to procedure and goods. An employee knows how and where cash is kept, passwords are used, codes to turn alarms off, and they could have combinations, duplicate keys, and the security producers and systems used in the store (Hayes & Rogers, 2003). An employee is able to weigh the risk if caught and they can successfully assess their colleagues to determine could be collaborators, those who are ignorant, and those who might expose them. They can gauge the attentiveness of managers and supervisors and know then the naïve and apathetic are in charge.

Countermeasures to employee theft will include screening of employees, creation of an honest workplace culture, motivation of good behavior through an award system, and making it clear that dishonest will attract harsh measures. In addition, each store will adopt a loss prevention system that is thorough, effectively monitored, and accurate (Hayes and Rogers, 2003). Employees will also need to know the security system is secure because any thoughts of the system being weak and insecure will provoke some to take advantage of it. Some of the measures to be used are in-store control measures, access and detection control technology, and reward system to reinforce employee honesty as well as a punitive system to prevent the dishonest behavior.

4.2. Cargo theft

Theft of good on transit is a common occurrence among retailers. It is a source of increasing losses thus it is an area of interest for loss prevention. Losses related to cargo theft in the American market account for $10-$20 billion annually (Boyd, 2007). The causes of cargo theft include collusion with drivers, loss of entire trucks through distraction by a decoy, armed hijacking, and drivers being drugged. To successfully steal cargo, there might be a group collusion that includes loaders, guards, dispatchers, and the contracted drivers who steal goods from warehouses, centers of distribution, and drop-off points for trailers. Theft can also be done on slow-moving trucks or parked trucks.

To prevent loss through cargo theft, each store will have to use new detection technology which includes radio frequency identification (RFID), Cabin CCTV system, and Global Positioning Software (GPS) (Finklea, 2011). In addition, to prevent loss of good on transit through driver collusion, the store’s drivers will only be on a need to know basis on goods being transported.

5. External threats and countermeasures

5.1. Commercial burglary and robbery

According to research (Sanders, 2015; Finklea, 2011), retail stores are four times more of being a burglary target than other commercial outlets. The reason for this is because the good are on display hence visible. In a retail store, a burglar has a clear goal and it’s easier for them to make up their mind on what they want. In addition, a burglar knows that it takes from 4 to 20 minutes for the authorities to show up after the alarm has gone off, which is adequate time for escape.

At the moment, each of the three stores has remotely monitored alarm system. However, the system is limited by numerous challenges which include false alarm, failure, or delay response. To be effective in preventing burglary and robbery related loss, by not only preventive but deterrence measures, each store will have an intelligent alarm system installed. Such systems are a deterrence system to would-be burglars for they are sure of being detected, apprehended, and punished accordingly. In addition, other systems to be used include access control to sensitive areas with restricted access.

5.2. Organized Retail Crime (ORC)

ORC is a major threat to business and accounts for between $12 and $35 billion in losses annually…