30 minute read
ACADEMIC VIEWPOINT
Florida and Concealed Handguns
Ilive in Florida and once again I find that my state is in the center of the national debate on the right of citizens to defend themselves with firearms against street crime. Soon after my family moved to Florida during the summer of 1983, the infamous Bernard Goetz shooting took place in New York City.
On December 22, 1984, Bernard Goetz shot four young black men who tried to mug him on a New York City subway train, resulting in his conviction for illegal possession of a firearm. Although none of his victims died, Bernard Goetz became known as the “subway vigilante” and came to symbolize frustrations with the high crime rates experienced in New York City during the early 1980s. The Goetz shooting sparked a nationwide debate on race and crime in major cities, as well as the legal limits of self-defense. As a result of this case the National Rifle Association and other pro-gun lobbies were able to wage successful campaigns to loosen state and local restrictions on the concealed carrying of firearms.
It was revealed during the trial that the gun that Goetz used in his assault had been legally purchased in Florida and then taken to New York City where gun purchases and possession are much more strictly controlled.
Stand-Your-Ground Laws
Florida is currently in the national news once again based upon the recent shooting of Trayvon Martin by a self-appointed neighborhood-watch volunteer, George Zimmerman, in his Sanford, Florida, townhouse community. Recordings of the 911 call made by Zimmerman to police show him following the 17-year-old, whom he described as suspicious and possibly high on drugs. Martin was unarmed when he was shot, but Zimmerman was not initially charged with a crime, in part because of Florida’s so-called “stand-your-ground law.”
Florida enacted its stand-your-ground legislation in 2005, becoming the first of some twenty states to adopt similar measures. The law protects private individuals from prosecution if police determine they used deadly force in self-defense. This much is relatively uncontroversial, given that individuals have always had a right to defend themselves against attack. These protections are particularly strong if one is attacked inside one’s home, commonly known as the “castle doctrine.”
What makes the stand-your-ground law so controversial is that it absolves the individual of any responsibility to consider other ways to avoid bodily harm. Before stand-your-ground laws, police and law enforcement officials assessed whether a “reasonable person” would have resorted to the level of violence used to thwart an attack. Now the new law reverses that standard and immunizes an individual from criminal charges if he asserts he had a “reasonable” fear of personal harm. Florida’s stand-your-ground law applies wherever a person has a legal right to be, whether in his home, his car, his business, or on a public sidewalk.
by Richard C. Hollinger, Ph.D.
Dr. Hollinger is a professor in the Department of Sociology and Criminology & Law at the University of Florida, Gainesville. He is also director of the Security Research Project, which annually conducts the National Retail Security Survey (soccrim.clas.ufl.edu/criminology/srp/srp.html). Dr. Hollinger can be reached at rhollin@ufl.edu or 352-294-7175. © 2012 Richard C. Hollinger
Dueling Statistics
According to the Tampa Bay Times, Florida experienced an average of 34 “justifiable homicides” before 2005. Two years after the stand-your-ground law was enacted, the number jumped to more than 100. Similarly disturbing spikes have been found in other states with similar laws.
According to an analysis of FBI data done by the office of New York Mayor Michael Bloomberg, who co-chairs the 650-strong Mayors Against Illegal Guns organization, states that passed stand-your-ground laws experienced a 53.5 percent increase in “justifiable homicides” in the three years following enactment. States without such laws saw a 4.2 percent increase.
The Association of Prosecuting Attorneys opposed stand-your-ground laws, arguing that they were unnecessary and likely a danger to public safety. In a 2007 report they foreshadowed the Trayvon Martin tragedy. “Although the spirit of the law may be to allow the public to feel safer, the expansions may instead create a sense of fear from others, particularly strangers,” the report said, concluding that enactment would have a “disproportionately negative effect on minorities, persons from lower socio-economic status, and young adults/juveniles” that are often unjustly stereotyped as suspects.
According to the March 2012 update of the Violence Policy Center’s (VPC) Concealed Carry Killers online resource, the deadly shooting of Trayvon Martin is unfortunately only one example of at least 402 victims killed in thirty-two states since May 2007 in incidents involving private citizens legally allowed to carry concealed handguns.
VPC legislative director Kristen Rand states, “The tragic killing of Trayvon Martin is the result of Florida’s gun laws that allow virtually anyone to carry a concealed loaded handgun in public. While Florida’s ‘shoot-first’ law is the reason that George Zimmerman has not been arrested, it’s Florida’s concealed-carry law that enabled Zimmerman to confront Trayvon Martin with a loaded handgun in the first place.”
Despite the current national outrage over the shooting of Trayvon Martin, Congress may soon act on legislation that would actually expand the ability of people like Zimmerman to carry their guns to virtually every state. Two bills have been introduced in the U.S. Senate (S. 2188 and S. 2213) that would significantly expand the ability of concealed-carry permit holders to carry their
loaded handguns nationwide. The bills would force all states that issue concealed-carry permits to recognize all out-of-state permits, even if the person could not qualify for a permit in that state.
Gun-Control Critics
Critics of strict gun control have stated that the facts portrayed in the research produced by the Violence Policy Center are biased and misleading. For example, the 402 statistic mentioned above is actually over a span of five years, or eighty people a year. Those numbers include eighty-three from committing suicide. These are a relatively small number out of the millions of legal handgun owners. For example, Florida has issued 2,031,106 licenses since adopting its law in 1987, and had 843,463 licensed permit holders as of July 31, 2011. That is just Florida alone. Based upon these numbers, it is obvious that not all Florida citizens that are legally allowed to carry concealed handguns are dangerous people. In fact, gun ownership in Florida may actually be reducing the crime rate.
In 1987 when Florida began to enact more liberal gun ownership legislation, critics warned that the “sunshine state” would become the “gunshine state.” Contrary to their predictions, homicide rates dropped faster than the national average. Furthermore, through 1997 only one permit holder out of the over 350,000 permits issued was convicted of homicide, according to Gary Kleck’s book Targeting Guns: Firearms and Their Control.
If the rest of the country behaved as Florida’s permit holders did, the U.S. would have the lowest homicide rate in the world. David Kopel, research director at the Independence Institute, commented on Florida’s concealed-carry experience in a Los Angeles Times article, stating: “What we can say with some confidence is that allowing more people to carry guns does not cause an increase in crime. In Florida where 315,000 permits have been issued, there are only five known instances of violent gun crime by a person with a permit. This makes a permit-holding Floridian the cream of the crop of law-abiding citizens, 840 times less likely to commit a violent firearm crime than a randomly selected Floridian without a permit.”
Effect on Retailers
There is no doubt that Floridians are applying for concealed-weapons permits at such a rapid rate that the state has had to increase the speed and number of places that one can apply for a permit. Today with more than 800,000 issued, nearly one in every fifteen Florida adults has a license to carry a concealed weapon, according to data compiled by the state. Among Floridians over 18 years of age, about 6.5 percent have applied for and received permits to carry a concealed weapon. Add the 104,210 permits brought into the state by out-of-state visitors and the total rises to 906,924 as of February 2012, according to Florida Department of Agriculture and Consumer Services, which administers the licensing program.
Only time will tell whether this level of concealed-weapon permits will decrease crime in Florida or lead to an unprecedented increase in the use of handguns in both legitimate and illegitimate cases of self-defense. Clearly a shopping trip in the future will expose more people to firearm use than ever before, perhaps even more than the Wild West days of our nation’s early history. With this many guns in the hands of non-law enforcement personnel, the retail industry may have to develop protective systems and new policies to ensure the safety of shoppers in its stores, strip centers, and malls without violating the constitutional rights of U.S. citizens.
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The Right Combination
Communication and partnership with retailers and law
enforcement is a primary focus of the Global Asset Protection (GAP) team. Our 2012 investigations mission is to support eBay’s commerce communities by developing systems and procedures to protect our users and global assets, address risk through the prevention and reduction of criminal activity, and foster strategic relationships with law enforcement and government. ■ Function as primary team to interact with global law enforcement and other government entities in response to requests for information and proactive referrals of criminal matters. ■ Leverage current technology to scale and improve efficiency of data disclosure processes. ■ Increase effectiveness of proactive investigations by promptly responding to and identifying significant incidents to protect users, mitigate risk, minimize financial losses, and recover assets. ■ Shift strategy and resources from reactive and low-value work streams to more proactive initiatives. ■ Contribute to the development of innovative systems and reports to proactively detect and deter criminal activity across platforms with minimal impact to users while maximizing opportunity for safe and trusted commerce. ■ Develop a world-class team by growing individual skills, capabilities, and sound execution of team mission and goals. ■ Support government relations, legal, and other relevant business units to enhance the trust and safety of commerce by building effective collaborative relationships among stakeholders, both internal and external.
Retail and Law Enforcement Outreach. The PROACT
membership has grown to 326 members in just a few years. We have more than 1,600 members in our “eBay Partners with Loss Prevention Professionals” LinkedIn group. With a large and growing partnership base, the challenge is to maintain an active dialogue.
Over the past year, we have found that speaking at conferences attended by retailers and law enforcement has proven an effective way to communicate our message. We have participated in organized retail crime (ORC) conferences in Los Angeles, London, Albany, Albuquerque, New England, Chicago, New Jersey, Orlando, Raleigh, and Seattle. We have also presented at most of the major LP-specific conferences presented by the various retail associations.
Senior retail executives have travelled for day-long site visits at our facilities in Salt Lake City. Dick’s Sporting Goods, Big 5, Home Depot, Lowe’s, Kroger, TJX, jcpenney, Macy’s, Hobby Lobby, and others have participated in training and discussions on how to enhance our collaborative approach on mutually beneficial solutions around the stolen-goods initiatives.
Survey Feedback. Our PROACT members represent $1.9 trillion in sales and nearly 200,000 stores. Because these members are important business partners, we recently surveyed them to see how we are doing and obtain an understanding of the trends they were experiencing. The following results are based on responses from a cross section of our membership that included 71 retailers with $582 billion in sales and 66,000 store locations.
The chart below shows how the respondents rated their PROACT membership experience. Other results included: ■ Shrink results—80% reported a decrease or no change versus the previous year. ■ Department budget—58% reported no change, 22% had a decrease, and 20% showed an increase. ■ Number of ORC cases completed—55% reported an increase, 38% had a decrease, and 6% experienced no change. “Barnes & Noble has recognized significant year-over-year reduction in inventory shrinkage relative to external theft,” said Scott Sanford, director of LP investigations and training. “Our relationship with eBay has proven to be most effective in the fight against ORC and professional shoplifting. This collaborative effort spearheaded by Paul Jones and eBay’s PROACT team is a model for success. I can only hope that other online venues adopt a similar practice that will help to eradicate organized retail crime.”
According to Tony Sheppard, nationwide manager of ORC for CVS Caremark, “We have a great working relationship with eBay. They have been extremely helpful in our efforts against organized retail crime by providing consistent assistance to develop strong cases. They are a great partner to law enforcement and the retail industry. The PROACT team continues to seek new ideas on providing additional information to the field and limiting the number of ‘bad actors.’”
How Do You Rate the PROACT Partnership and Support? Unacceptable/Least Likely Excellent/Most Likely
Would you recommend PROACT to another retail partner? The response time you receive from other online sites? The response time you receive from PROACT? Partnership and support you receive from other online sites? Partnership and support you receive from PROACT?
LEVERAGING INtERNAL REsouRCEs to IMPACt Loss
A Conversation with Alan Tague of Gander Mountain
Gander Mountain LP Staff
Andrew Barborak
Manager of Loss Prevention
Pat Sopher
Regional LP Manager
Edwin Rodriquez
Regional LP Manager
EDITOR’S NOTE: Alan Tague, CFI is vice president of loss control for Gander Mountain. He has thirty-plus years of LP experience with Target, Software, Etc., and Tires Plus. Tague is a member of the National Retail Federation LP advisory council and chair of the conference planning committee. He is also a charter member of the Certified Forensic Interviewer (CFI) advisory board.
EDITOR: For those readers who may not know Gander Mountain, give us a short description of the company. TAGUE: Gander Mountain is an outdoor specialty retailer. We offer one of the largest selections of both new and used firearms, accessories for hunting, fishing, camping, boating, and archery, and leading brands of active outdoor apparel and footwear. We are proud to be the largest retail network of stores focused on outdoor lifestyle products and services.
EDITOR: How long has Gander Mountain been in business? TAGUE: The company started in 1960 as a cataloger before opening retail stores. In the mid-nineties the retail stores were bought by Minnesota-based Holiday Companies, who combined them with several other local outdoor retailers they owned to create what is now Gander Mountain.
EDITOR: I know you also have a strong online presence. TAGUE: We do. In December 2007 we purchased a North Carolina company called Overton’s, one of the leading catalog and online sellers of water sports products and marine accessories for the recreational boater. We leveraged that management expertise and fulfillment capability to launch Gander Mountain’s catalog and online business in August 2008, and it has grown substantially since then.
EDITOR: How many stores do you have? TAGUE: We have 114 stores in twenty-three states primarily located in the eastern half of the U.S. We also have two distribution centers— one for retail and one for our direct segment. Our principle executive offices, which we refer to as Base Camp, are in Saint Paul.
EDITOR: Like many specialty retailers, I’m guessing you don’t have a huge loss prevention organization. TAGUE: That is absolutely true. There are only four of us. Andrew Barborak, our manager of loss prevention, and I are here at Base Camp, and there are two regional LP managers in the field. Pat Sopher is located in the Pittsburg area, and Edwin Rodriquez is near Dallas.
EDITOR: You have an interesting title—vice president of loss control. Why is that? TAGUE: I use that title because, although my responsibilities go beyond traditional loss prevention into risk management, my involvement in the business goes well beyond that. I look at myself, as many of us do nowadays, especially in smaller companies or with smaller departments, as having to be engaged in all parts of the business. In fact, there is no way for a small department of four people to have a significant impact on the company without being actively engaged with our business partners and leveraging internal resources, both from a technology standpoint, but most importantly, from a people standpoint.
EDITOR: Let’s talk about that for a moment. Given all the challenges you’re faced with in loss prevention, such as inventory control, shrink, product protection, not to mention the risk management side, how do you set up and manage a program with just four people? TAGUE: That is a challenge I think about every day. For me it boils down to having a strategy and sticking to it, because if you don’t, you will spend your life reacting to the daily fires that flare up around you. At the beginning of the year, we map out a strategy and consciously make choices of where we are and are not going to spend our time. We write it down. We try to pick out those things that will have the greatest impact and allow us to leverage our resources, extend our reach, and multiply our efforts. We measure our progress against the plan throughout the year to make sure we stay on task and meet our key business objectives.
EDITOR: You’ve used the word “leverage” several times now. TAGUE: When I use the word “leverage,” I mean it in the truest sense of the word. It’s not leverage in terms of a negotiation, where you try to get the upper hand. It’s leverage in a cooperative sense, where we really need to find ways to multiply the small base of people that we have, to multiply that effect across the organization. To do that requires not only developing a strategy, but also sharing the strategy and laying out the areas where we need assistance from our business partners in order to achieve the departmental, and, ultimately, the company success we all desire. So, we design a roadmap that identifies how the program should be executed by the store associates, store managers, district managers, right up the line. We also identify where we need help from our merchandise partners, our human resources partners, and we identify any other internal investments necessary to accomplish the plan. Those investments may include capital projects, but more often it means payroll investments or associate time investments for things like training and education.
EDITOR: So, if I’m a store manager, is control of shrink part of my objective? TAGUE: Yes, it is. In fact, the overall responsibility for shrink is a shared responsibility, but the primary responsibility lies in our operations organization, starting with store associates and store managers. We have a shrink committee here at Base Camp, comprised of operations, merchandising, distribution, finance, and others, who develop the overall company shrink strategy and identify the processes and tools that can be used at the store level. We provide a toolbox and allow the stores to develop an individual shrink action plan based on their results and unique store characteristics and choose which tools they want to implement.
EDITOR: How do your two regional LP managers help facilitate this process throughout the year? TAGUE: First off, they play a consultative role, using their expertise to assist the stores with a wide range of loss prevention issues. We also have them target specific areas where they can make a key difference. For example, we intentionally invest their
Gander Mountain’s SMART room at their Saint Paul, Minnesota, headquarters allows remote video access to their stores across the U.S.
time in the physical inventory process. That’s a critical activity that must be done well in order for our results to be valid. We also focus their time on training and education of new managers and on regular communication with their district and store managers through weekly conference calls.
In addition, each year we identify shrink focus stores that need extra attention. They team up with store operations to go out to those stores, audit them, determine how we can improve our performance, and then provide extensive training and education. That program has been extremely successful
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in helping our shrink focus stores improve shrink results in the next inventory.
One additional responsibility worth mentioning is related to one of the more unique aspects of our company, which is our firearms business. If you look at our stores, our physical security is probably about as tight as you’ll see in any retailer. As a result, our regional LP managers, as well as Andrew and myself, are very involved in the planning and management of the remodel and new store processes to make sure that all the many aspects of our physical security efforts are executed properly.
EDITOR: Can you provide a couple of examples of the strength of your physical security program? TAGUE: As we have worked with our firearms exposures over the years, we recognized that we need multiple layers of protection. A lot of this is physical security 101, but the first thing we want to do is make it obvious to anybody driving by or walking around outside our store that we are serious about securing our stores. So, we use bollards at all of our ground-level
openings to prevent vehicles from forcing their way in. We use reinforced gates in front of garage doors or pull-down doors. We use very high-security hardware for the perimeter doors. Inside the building we use roll-down gates over all doors and window areas. We also have a layered approach to alarms, with interior trap zones and more intense coverage in critical areas. EDITOR: What about EAS? TAGUE: We’re 100 percent EAS. My philosophy about EAS is that by itself, it doesn’t do anything. But it is a tool that, if managed correctly, can extend our reach and give the stores another opportunity to really make a difference.
For example, we talk to our merchandise partners about the three Ps—packaging, placement, and protection. We want them to think about those three components, in that order, on every product they buy. First and foremost, if they package the merchandise properly, that can stop a lot of potential theft problems right there. We are now on a full planogram system, so they can consciously plan for the best placement. We are reaching the point where we will have a low-risk and a high-risk planogram for certain merchandise.
Then last, but not least, EAS is one of the ways that provides protection for merchandise when theft continues to be a problem.
I look at myself, as many of us do nowadays, especially in smaller companies or with smaller departments, as having to be engaged in all parts of the business. In fact, there is no way for a small department of four people to have a significant impact on the company without being actively engaged with our business partners and leveraging internal resources, both from a technology standpoint, but most importantly, from a people standpoint.
EDITOR: Do you use CCTV? TAGUE: CCTV is an important component in both our physical security and in the way we manage our business. We have video capability in every store with DVRs and the ability to remotely access the cameras. We use public-view monitors as well as signage to make it very clear that we use video to protect the firearms and the rest of our merchandise.
EDITOR: How are you using remote monitoring? TAGUE: We probably use video more broadly than most anybody I know. We have a centralized remote video viewing capability we call our SMART room, which stands for “stores monitoring and remote tour.” In addition to loss prevention use for investigations, other Base Camp associates can and do routinely make use of this capability. Our sales audit department can check out an access card and research shortages, check fraud, or other issues. Our merchant team, planogram folks, and marketing group regularly use the SMART room. Our stores district managers have remote video capability, and all of our senior executives have remote video on their computers. They can pop in and look at a store anytime that they want to.
EDITOR: Before we get to some of your leadership experience outside of Gander Mountain, talk some more about the firearms aspect of your company. TAGUE: One interesting thing about our company that many people may not know is we recently opened six Gander Mountain Academies, where we do firearms training. Since we’re one of the biggest retailers in the firearms industry, we thought it was only proper that we should also lead the way in terms of training. We consider our academies the ultimate in firearms training, with a unique combination of live-fire range, simulators, and classroom instruction provided by highly trained instructors. There really are no other retailers with facilities like these.
EDITOR: Are the academies focused on outdoor sports or self-protection? TAGUE: We recognized the growing national trend toward concealed carry and self-defense at home, which has stimulated much of our handgun sales. So, we felt it was both a business opportunity as well as a responsibility to provide skills and safety training for our customers. Because of that, the academies are centered largely around self-protection and handguns, but we offer classes in shotgun and rifle use as well and will expand into the hunting arena down the road.
EDITOR: Do most states require some type of training for handgun permits? TAGUE: If you want to get a concealed-carry permit in most states, you do have to get some sort of training. Our academies provide the training to meet those requirements.
EDITOR: Where are these six academies located and are they associated with your stores? TAGUE: We currently have academies located in Lake Mary, Florida; La Crosse, Wisconsin; Lakeville, Minnesota; Madison, Wisconsin; Spring, Texas; and Wichita, Kansas. And, yes, they are connected to a store.
EDITOR: My guess is that the associates working in the academies and firearms department are seasoned veterans with relatively low turnover, is that true? TAGUE: Yes, these associates usually have extensive law enforcement or military experience in firearms training. We have some remarkable instructors and are very proud that we even have law enforcement agencies that have decided to use our facilities for their required training.
EDITOR: Are there any other specialized programs associated with being a firearms retailer? TAGUE: Because we’re a retailer where it’s okay to come into our store with a gun, there’s a whole different mentality. We have a sign at the front of our store that basically says we welcome our concealed and open-carry customers that are following the local laws. So, it’s not unusual to see a customer carrying a firearm.
When I was first starting out at Gander Mountain, I remember standing at the front of a store one day when someone walked in carrying a shotgun. I was ready to dive behind the counter. The store manager asked, “How can I help you?” The guy said, “Which way is your gunsmith?” It was that moment when I realized I was not at Target anymore. It’s a unique environment in that way. But because of that, we are very focused on safety and take our responsibilities as a firearms retailer very seriously.
EDITOR: That must also impact your logistics security program? TAGUE: We have to think about the entire supply chain, from manufacturer to our distribution centers to our stores. We take great steps to ensure the security of our firearm inventory from receipt and storage at our central distribution facility to delivery to our stores. It puts a whole different spin on our transportation and distribution environment compared to the average retailer.
EDITOR: What about compliance issues? TAGUE: We are regularly audited by the Bureau of Alcohol, Tobacco, Firearms, and Explosives. We have a regulatory compliance department whose sole job is working with that agency, as well as OSHA, EPA, and other federal, state, and local agencies. I helped develop that department, which reported to me at one point. The director there is responsible for compliance of all federal, state, and local laws surrounding firearms.
EDITOR: Since you mentioned Target a minute ago, let’s talk about your career. It appears you’ve been in Minnesota your entire career. TAGUE: Except for eight of the eleven years I was with Target when I was based in Milwaukee.
EDITOR: How did you get started in loss prevention? TAGUE: I was going to college for law enforcement when I started working for Target as a store detective in 1976. I really enjoyed that experience. I was promoted to an LP manager in six months, then promoted to an investigator in another six months. I started thinking, “This is kind of fun, and I’ve got a knack for this.” After school, I stayed with Target and ultimately moved to Milwaukee as a district LP manager. I left Target in 1987 to become the director of LP at Software, Etc., which is now GameStop. I started the LP program there, which was a tremendous learning experience for me. When they moved the company to Texas in 1995,
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When I was first starting out at Gander Mountain, I remember standing at the front of a store one day when someone walked in carrying a shotgun. I was ready to dive behind the counter. The store manager asked, “How can I help you?” The guy said, “Which way is your gunsmith?” It was that moment when I realized I was not at Target anymore. It’s a unique environment in that way. But because of that, we are very focused on safety and take our responsibilities as a firearms retailer very seriously.
I decided to look for another opportunity here in Minnesota. I was fortunate to find a position at Tires Plus. I was director of LP and risk management there for about four years before taking the position here at Gander Mountain in 1999.
EDITOR: It’s really interesting in this business how difficult it is to get people to leave California and Minneapolis. TAGUE: I’ve heard that. Recruiters have told me Minneapolis is one of the hardest places to get people to move to and one of the hardest places to get them to move out of once they’ve been here a while. From my perspective, I’ve always felt strongly about my family being here, but also about the outdoors activities here. I grew up with it. It’s part of my DNA. I couldn’t imagine being without it.
EDITOR: The National Retail Federation loss prevention conference is scheduled for late June in New Orleans this year. Talk about your experience with the NRF. TAGUE: I’ve been involved in NRF for over twenty years. I started off first as an attendee, and then was asked to be a presenter. I presented for several years and really enjoyed the experience, but something happened to me that really confirmed the importance of the conference. I bumped into someone on a plane who looked at me and said, “I know you. You spoke at a conference several years ago, and you really changed things for me. I was just starting a loss prevention program at my company and really felt like I didn’t have a clue. But your presentation on how to start a program really helped me.” That experience left an impression on me on what a profound impact that one little session had had on someone. I’m sure I wasn’t sharing anything profound, but it was the right information at the right moment for that person. That struck me with how much you can make a difference by participating in these events.
EDITOR: When did you take on a leadership role? TAGUE: My first official involvement with NRF was attending Sandy Katz’s specialty group meetings that were held in New York in January each year. Then I was asked to join the advisory council about ten years ago. Sandy had the role of conference planning at the time, and I found a niche helping him out. When Sandy left the council a few years ago, I took over his role. I credit him for mentoring me in how to help put together a great conference.
EDITOR: A lot of people think that conference programs just come together naturally. They may not understand the challenges and collaboration necessary to pull together a conference agenda. TAGUE: As you well know from the many years you were involved, it’s an interesting dance. First of all, you’re working with the conference planning committee, which is a tremendous group of volunteers, but every one of them with the considerable time constraints of their paying jobs pulling at them all the time. In addition, you’re interfacing with the NRF staff working on all the behind-the-scenes details. But at the end of the day, the real challenge is finding meaningful content that cuts across all of the various boundaries. We need content for both specialty and big-box retailers. We need programs for people who are just starting a department and for VPs with mature departments. We need content for small organizations like mine as well as large organizations that might bring twenty or thirty people to the conference.
I always try to look at the conference from the perspective as an attendee. What is meaningful in terms of learning, networking, breaking down barriers, and getting people to refresh their thinking. We’re not only looking for things that are new, but also for those things that are old and have been reinvented or reapplied.
EDITOR: So, tell us some of the things we can look forward to at this year’s conference. TAGUE: First of all, we have new leadership at NRF. Rich Mellor is the new vice president of loss prevention (see page 38). He brings thirty-something years of LP experience to that position. Plus, Vicki Cantrell is the new senior VP with responsibility for all the communities within NRF as well as executive director of Shop.org. They have both brought new energy and perspective to the conference.
The conference will kick off with Stephen Sadove, chairman and CEO of Saks, Inc., talking about LP’s role in transforming the organization. We have sessions on emerging technologies in retail, specifically things like e-receipts, mobile POS, and near-field communication.
We have the annual awards ceremony recognizing law enforcement-retail partnerships, our loss prevention case of the year, the ring of excellence for LP veterans who have impacted the industry, and Volunteers in Action, a tribute to the many loss prevention professionals that make a difference in their communities (see page 17).
And, of course, we have one of the industry’s largest vendor expos that includes our Fusion Center where we bring together key law enforcement partners from local, state, and national levels, including the FBI and Homeland Security, for learning and one-on-one networking. (For more details, visit nrf.com/lp12.)
EDITOR: That’s terrific, Alan. Thanks for all you do to put on this conference and for sharing your story with our readers. We look forward to seeing you in New Orleans.
