Targeted Intelligence Working _final

8/7/2019 Targeted Intelligence Working _final

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Targeted IntelligenceManaging Your Data to MaximizeYour LP Efforts

Cynthia Malizia, Director of LP Blockbuster, Inc.

Dan Shaw, VP of LP Gap Inc.


2/28

2

The LP Data Dilemma

Customer

Labor and

HR

E-CommSupply

Chain

Marketing

Operations

Finance

LP

Data


3/28

3

Senior Management Commitment

Organisational Ownership

Strong LP Leadership

Embedding Loss Prevention

Data Management

Prioritise

People

Prioritise Innovation

and Experimentation

Talk Shrinkage

Emphasise

ProceduralControl

Create Store

ManagementResponsibility

For further information contact Adrian Beck: [email protected]


4/28

4

LP Dilemma to LP Dream Fragmented, multiple

data sources/reports

Disparate businesslogic and rules

High latency forinformation makesdata reactionary

Raw data and basicreporting notactionable

Single version oftruth

Business logic andrules driven

Real-time, proactivedata

Root-causeoriented

Predictive Modeling

TO

BE


5/28

5

LP Data Transformation

LOW HIGHStrategic Value

Raw Data

Multiplesources

Actual vsBudget

Non-actionable

Trendinganalysis

Basic reporting

Shows general

direction

Single versionof truth

Dashboard

PerformanceMetrics

Business logicdriven

Business rulesdriven

Actionable, real-time data

Alert notificationdown to

associate level

Directs resourcesto root cause

Predictive Model

Reporting Analysis Intelligence Targeted Intelligence


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6

Starting the Transformation

Whats the Plan?

Speak the Same Language Mirror and Mimic Ops Data

Whats the Score?

Two Clicks Rule!


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7

Whats the Plan?

Establish a LP Data Transformation Plan that:

Is synchronized with what matters most toExecutive and Field Operations

Drives broader business decisions

Consolidates data for single version of truth

Focuses on root causes and predictiveopportunities

Is Actionable by both LP and Field Operations


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8

Speak the Same LanguageLP reports, scorecards and dashboards should reflect how

your Executives and Operators routinely look at revenue,

sales and controllables data: Determine how key LP metrics should be stated so theyare universally understood by Operations and ExecutiveManagement: per hour/shift/day/week per square foot

per transaction per average check Gross vs. Net numbers

Include Operations sales/revenue metrics for relationalcomparison to LP metrics


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9

Mimic and Mirror Ops Metrics


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10

Weekly Average Per Store PTD Average per Store

6-Apr. . . . .

E01 172 (198)$ (378)$ (576)$ (857)$ (1,140)$ (1,997)$

E02 197 (207)$ (373)$ (580)$ (899)$ (1,349)$ (2,248)$

E03 218 (182)$ (226)$ (407)$ (856)$ (733)$ (1,588)$

E04 186 (242)$ (33)$ (275)$ (1,074)$ (536)$ (1,611)$E05 196 (239)$ 9$ (231)$ (1,032)$ (524)$ (1,556)$

E06 176 (233)$ (128)$ (361)$ (1,087)$ (688)$ (1,774)$

E07 273 (231)$ (188)$ (419)$ (1,023)$ (838)$ (1,861)$

E08 181 (214)$ (140)$ (354)$ (1,018)$ (1,069)$ (2,087)$

E09 214 (237)$ (87)$ (324)$ (1,045)$ (801)$ (1,846)$

E10 191 (226)$ (155)$ (380)$ (970)$ (772)$ (1,742)$

Bad Debt Total Shrink

Total

Controllable

Losses

Reporting for

TNR Bad DebtStore

Count

TNR

CompAvg Check Total Shrink

Total

Controllable

Losses

LP - Key Metrics Results

Restate core sales metrics

for relational comparison toLP performance metrics


11/28

11

Weekly Average Per Store PTD Average per Store

6-Apr. . . . .

E01 172 (198)$ (378)$ (576)$ (857)$ (1,140)$ (1,997)$

E02 197 (207)$ (373)$ (580)$ (899)$ (1,349)$ (2,248)$

E03 218 (182)$ (226)$ (407)$ (856)$ (733)$ (1,588)$

E04 186 (242)$ (33)$ (275)$ (1,074)$ (536)$ (1,611)$E05 196 (239)$ 9$ (231)$ (1,032)$ (524)$ (1,556)$

E06 176 (233)$ (128)$ (361)$ (1,087)$ (688)$ (1,774)$

E07 273 (231)$ (188)$ (419)$ (1,023)$ (838)$ (1,861)$

E08 181 (214)$ (140)$ (354)$ (1,018)$ (1,069)$ (2,087)$

E09 214 (237)$ (87)$ (324)$ (1,045)$ (801)$ (1,846)$

E10 191 (226)$ (155)$ (380)$ (970)$ (772)$ (1,742)$

Bad Debt Total Shrink

Total

Controllable

Losses

Reporting for

TNR Bad DebtStore

Count

TNR


Total

Controllable

Losses


Color code risk to direct

focus to criticalopportunities and what

matters most


12/28

12

Weekly Average Per Store

6-Apr. . . .

E01 172 (198)$ (378)$

E02 197 (207)$ (373)$

E03 218 (182)$ (226)$

E04 186 (242)$ (33)$

E05 196 (239)$ 9$

E06 176 (233)$ (128)$

E07 273 (231)$ (188)$

E08 181 (214)$ (140)$

E09 214 (237)$ (87)$

E10 191 (226)$ (155)$

EAS 2004 15,587$ -5 . 0% $ 7 .4 1 (221)$ (169)$

W01 183 (196)$ (124)$

W02 190 (223)$ (110)$W03 178 (194)$ (58)$

W04 182 (158)$ (168)$

W05 213 (214)$ (184)$

W06 187 (204)$ (315)$

W07 206 (178)$ (305)$

W08 211 (284)$ (316)$

W09 196 (245)$ (207)$

W10 213 (228)$ (196)$

WES 1959 15,282$ -3 . 7% $ 7 .0 1 (214)$ (201)$

DOM 3963 15,436$ -4 . 4% $ 7 .2 1 (217)$ (185)$

PREVIOUS WEEK DOM 3965 15,860$ 6.1% (176)$ (174)$

Reporting for

TNR Bad DebtStore

Count

TNR



Shrink as % to T

0.40%

0.60%

0.80%

1.00%

1.20%

1.40%

1.60%

J

F

Y JU

JUL

U

S EP O CT

O V D EC

Period

2006 2007

ctuals 2008 udget 2008

ctuals

Use charts for easy

visualization of short- and

long-term trends


13/28

13

Whats the Score


14/28

14

Gap NA Security Tier Profiles

Risk

Rating Tier

Avg

Security

Score

# of

Stores

Avg

Shtg

Rate

of

Stores

/Tier

Avg

Cap

Index

Avg

EIS

Index

Avg # of

Strs/Agen

t

Targe

t Str of

Shortage

Low 1 394 552 (1.51)% 50.7% 190 46 80.4 3% 21.6%

Medium

Low 2 619 179 (2.55)% 16.5% 284 107 11.3 12% 15.1%

Medium 3 727 165 (3.32)% 15.2% 308 145 7.5 42% 21.0%

High 4 828 113 (4.16)% 10.4% 361 192 2.7 58% 20.1%

Very High 5 963 79 (4.62)% 7.3% 579 355 1.0 81% 22.1%

Avg/Ttl 568 1,088 (2.46)% 100% 271 109 6.4 22%


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15

Tier5

Tier4

Tier3

Tier 2

Tier1


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16

Tier5

Tier4

Tier3

Tier 2

Tier1


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17

New Store/Remodel Loss Prevention Resource Calculator

Latitude

Longitud

e

If you do not have Lat/Long for a S

store, go to this web site:

Geocod

er.us

o

r

Lat/Long

Finder

Enter Latitude &

Longitude

39.615

767

-

105.062

021

If you do not have Lat/Long for a

Canadian store, go to this web site:

Geocod

er.ca

o

r

Lat/Long

Finder

Use the followingLat/Long format:

39.615767

-105.062

021

Security Tier of

Store 1Calculated based on the average of the five

closest stores across the Gap Inc. NA Fleet.


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18

Nearest Stores

Old Navy NA Rank Distance(miles) Tier Store # Store Name

*** 1 1.4 1 5719 S 5719 BELLEVIEW SHORES

*** 2 5.4 1 5720 S 5720 CHERR HILLS MKTPLACE

0 3 6.5 1 6435 S 6435 LAKEWOOD CIT COMMON

0 4 9.9 1 5895 S 5895 DENVER WEST VILLAGE

0 5 10.2 1 5858 S 5858 MEADOWS MARKETPLACE

Banana Republic

NARan

k

Distance

(miles)Tier Store # Store Name

*** 1 3.0 1 3047 S 3047 ASPEN GROVE

0 2 9.2 2 8156 S 8156 CHERR CREEK

0 3 9.6 1 8444 S 8444 DENVER FASHION

0 4 10.7 2 8261 S 8261 PARK MEADOWS

0 5 22.0 1 8560 S 8560 FLATIRON CROSSING


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19

Step 1. Choose State Step 2. Choose Brand Step3. Choose City or Choose Airport

Florida Gap Orlando, FL

DistanceRank

Distance(miles)

Store # Location Name Brand Company Address City Name State Zip

1 5.1 4404 S 4404 FLORIDA Gap US GAP 8001 South Orange Blossom Trail ORLANDO FL 32809

2 7.9 7036 S 7036 MALL@ MILLENIA Gap US GAP 4200 CONROY RD ORLANDO FL 32839

3 11.8 4405 S 4405 PARK AVE-WINTER PARK Gap US GAP 400PARK AVENUE WINTER PARK FL 32789

4 16.7 4401 S 4401 ALTAMONTE Gap US GAP 451E ALTAMONTE DR ALTAMONTE SPRINGS FL 32701

5 26.1 9357 S 9357 SEMINOLE T/C Gap US GAP 140 Towne Center Circle SANFORD FL 32771

6 26.1 4407 S 4407 SEMINOLE T/C Gap US GAP 136 Towne Center Circle SANFORD FL 32771

7 46.2 4015 S 4015 LAKELAND SQUARE Gap US GAP 3800 US Highway 98North LAKELAND FL 33809

8 47.4 6343 S 6343 MELBOURNE SQUARE Gap US GAP 1700WNew Haven Avenue MELBOURNE FL 32904

9 55.1

4601

S 4601

VOLUSIA Gap US GAP1700

W

International Speedway Blvd DAYTONA BEACH FL 3211

410 70.2 4011 S 4011 BRANDON T/C Gap US GAP 420 BRANDON TOWN CENTER MA BRANDON FL 33511

11 72.3 4410 S 4410 PADDOCK Gap US GAP 3100 SWCOLLEGE RD OCALA FL 34474

12 75.8 6336 S 6336 INDIAN RIVER Gap US GAP 6200 20TH STREET VERO BEACH FL 32966

13 80.2 4014 S 4014 CITRUS PARK T/C Gap US GAP 7964 CITRUS PARK TOWN CENTE TAMPA FL 33625

14 80.8 4003 S 4003 WEST SHORE PLAZA Gap US GAP 288WESTSHORE PLAZA TAMPA FL 33609

15 85.2 4008 S 4008 GULF VIEWSQUARE Gap US GAP 9409 US HIGHWAY 19 PORT RICHEY FL 34668

16 90.8 4004 S 4004 COUNTRYSIDE Gap US GAP 27001US HIGHWAY19 N CLEARWATER FL 33761

17 90.8 9730 S 9730 COUNTRYSIDE Gap US GAP 27001US HIGHWAY19 N CLEARWATER FL 33761

18 96.8 4012 S 4012 TYRONE SQUARE Gap US GAP 6901 22ND AVE N ST. PETERSBURG FL 33710

19 96.8 9408 S 9408 TYRONE SQUARE Gap US GAP 6901 22ND AVE N ST. PETERSBURG FL 33710

20 104.0 6318 S 6318 TREASURE COAST SQ Gap US GAP 3444 NWFEDERAL HWY JENSEN BEACH FL 34957

21 107.5 4013 S 4013 SOUTHGATE PLAZA Gap US GAP 3501 S TAMIAMI TRL SARASOTA FL 34239

22 107.5 4320 S 4320 OAKS (THE) - FL Gap US GAP 6655WNEWBERRY RD GAINESVILLE FL 32605

23 109.6 4002 S 4002 SARASOTA SQUARE Gap US GAP 8201 S TAMIAMI TRAIL SARASOTA FL 34238

24 121.9 9729 S 9729 AVENUES (THE) Gap US GAP 10300SOUTHSIDE BLVD JACKSONVILLE FL 32256

25 122.0 4304 S 4304 AVENUES (THE) Gap US GAP 10300SOUTHSIDE BLVD JACKSONVILLE FL 32256

26 123.9 4302 S 4302 ORANGE PARK Gap US GAP 1910WELLS RD. ORANGE PARK FL 32073

27 126.9 669 S 0669 ST. JOHN'S T/C Gap US GAP 4711 River City Drive JACKSONVILLE FL 32246

28 126.9 9517 S 9517 ST. JOHN'S T/C Gap US GAP 4712 River City Drive JACKSONVILLE FL 32246


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20

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21/28

21


22/28

22


23/28

23


24/28


25/28

25

Ghana & Nigeria Orders: High Fraud Rate

shippedCancelled

due to fraud

ALL ORDERSfrom Ghana & Nigeria

shipped & legit shipped & returnedshipped &

charged back

By targeting orders from Nigeria and Ghana, ourexposure to potentially cancelling legit orders anddecreasing satisfaction of legit customers isrelatively low.

latercharged back*

legit

Total Fraudulent Orders fromGhana & Nigeria

~97%*charged back & cancelled

potential

labor

savings

opportunity

(secondary)

potential reduction

in charge backs

opportunity


26/28

26

LP Data Transformation

LOW HIGHStrategic Value

Raw Data

Multiplesources

Actual vsBudget

Non-actionable

Trendinganalysis

Basic reporting

Shows generaldirection

Single versionof truth

Dashboard

PerformanceMetrics

Business logicdriven

Business rulesdriven

Actionable, real-time data

Alert notificationdown to

associate level

Directs resourcesto root cause

Predictive Model

Reporting Analysis Intelligence Targeted Intelligence


27/28

27

LPs Seat at the Table

Traditional security viewpoint or businesspartner

Engagement in all aspects of business

LP alignment with Company vision andstrategies

Accurate and objective information that providesvisibility across all business functions


28/28

28

Thank ou

Cynthia Malizia Blockbuster Inc

Dan Shaw Gap Inc

Questions & Answers

Date post:	09-Apr-2018
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