1.The State of Loss Prevention in RetailControlling Losses and Maximizing ProfitsApril 2012Deena M. Amato-McCoy ~ Underwritten, in Part, by ~

2. April 2012 The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsRetailers are eager to combat loss across their enterprises. However, many Analyst Insightretailers are learning that relying on historical data will not keep them oneAberdeens Insights provide thestep ahead of recurring shrink. Companies understand that Loss Preventionanalysts perspective on the(LP) technology solutions are a mission-critical cost to doing business in the research as drawn from an21st century. Retailers need to link existing loss prevention tools andaggregated view of researchstrategies to intelligent solutions such as: analytics platforms, Electronic surveys, interviews, andArticle Surveillance (EAS) solutions and Radio Frequency Identificationdata analysis(RFID) technology, to gain real-time or near-real-time access toinformation and transition these losses back into profit.Data from Aberdeens December 2007 benchmark report Real-Time LossPrevention: Changing the Game in Store Fraud, indicated that 81% of Best-in-Class retailers conducted historical theft analysis at the headquarter-level.While the LP department must champion and manage all shrink-fightingstrategies, those with access solely into historical data are clearly at adisadvantage. Retailers that use LP risk management strategies, supported byintelligent solutions, will reduce fraud-related and operational losses.Sustained use of these processes by retailers will ultimately enhance profit,customer satisfaction, and employee and customer safety. Aberdeensurveyed 52 retailers in March 2012 to understand the current pain pointsand strategies that are shaping LP strategies, and prompting the use of moreintelligent solutions.The 21st Century Loss Paradigm: A Loss of ProfitWhile retailers are used to exclusively focusing on the shrink caused byinternal and external issues, new business issues have transformed loss totake on a new meaning. Areas such as organized retail crime, as well as theimpact of several other factors (including data-related losses; online fraud;returns fraud; poor management of product movement across complexsupply chains; intricate promotions applied at point-of-sale; monitoringlifecycles of perishables, and measuring raw materials and demand of finishedproducts across fresh departments) are all contributing to enterprise losses.A mere four years ago, 70% of 254 specialty retailers indicated that high-value merchandise and fraudulent point-of-sale transactions were theirhighest shrink-related risks, according to Aberdeens report, Effective LossPrevention Methods: The Specialty Retail Story. Fast-forward to 2012, the topcomplexity for retailers is data-related. Data in Figure 1 indicates that over athird (35%) of retailers reported that they lack credible data to forecast lossevents, these losses are only bound to increase, further burdening already-This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologies provide for objective fact-based research andrepresent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc. 3. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 2 squeezed operating margins. The definition of loss reaches far beyond incidents caused by dishonest people, missing merchandise or vulnerabilities across networks. Thus, retailers should begin to define loss as an inability to sustain profit. The cause of this unintentional loss is often due to operational inefficiencies happening at the store-level on a daily basis. The only way to pinpoint where these losses reside, and which operations should be redefined, is through analytics. Secondly, a sluggish economy has forced all companies to learn to do "more with less," so it is not surprising that one of the top pressures impacting 30% of retailers is how slashed budgets are forcing them to work with less"Currently, we have resources, both staff- and technology-wise (Figure 1). Meanwhile, a lack of exception based reporting to help identify possible visibility into store-level activities (24%) and complexities at specific store scenarios where associate or locations (20%) are adding more pressure, all of which can contribute to acustomer fraud might occur lack of resolution among existing loss prevention incidents.for individual analysts to research. As we are made Combine these factors with retailers squeezed margins, as well as new aware of fraud events that factors, including the proliferation of omni-channel retailing and emerging occur related to internal- or technology paradigms like mobility, and the prospect of fraud and external-theft, we examine merchandise losses are more far-reaching than ever. Our data shows that the exception-based reporting 13% of retailers report that their LP cases have increased by 10% or more to determine if it was enterprise-wide, impacting the way that retailers are approaching how theysufficient to quickly identify combat, and even define, loss.the scenario or if modifications are required to Figure 1: Business Pressuresprevent future loss. We have been moderately successful in capturing fraudulent activitiesLack of credible data to forecast loss based on this reporting and35%prevention eventsmove fairly quickly to resolution." Budget reductions / lack of resources30% ~Regional Manager, Large North American Consumer Lack of visibility of store-level activity 24%Electronics Company Store location demographic20% complexitiesLack of resolution in a majority of loss17% prevention incidents0% 10% 20%30%40% Percent of Respondentsn=52Source: Aberdeen Group, March 2012 Strategic Actions to Overcome the Obstacles: A New Take on LP These pressures should be a wake-up call for retailers. It is time for companies to take a step back and create a new formula of profit optimization. Retailers must move away from solutions solely focused on fighting the traditional definition of loss, and toward solutions and processes 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897 4. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 3 that can improve operational efficiencies and recover profits. Retailers have taken strategic actions, including the adoption of video intelligence to "Through addressing reduce the number of internal and external theft incidents (28%), the use of inventory accuracy concerns EAS and source tagging to deter shoplifting (26%), and exception-basedand strengthening in-store reporting to improve fraud management (26%). However, the success ofaccountability of goods, we each of these strategic actions hinges on the integration of intelligenthave managed to reduce our solutions that can provide insight into areas of loss from a historical as well loss (as a percentage to sales) as real-time perspective. from 4% two years ago to 0.26% currently. There was Without the proper tools or a LP analytical foundation, this is impossible. Inalso an intensive immersion in fact, 35% of companies lack the credible data needed to forecast loss terms of inventory movement prevention events, and another 24% lack visibility and understanding of for in-store personnel for store-level activities or events. By adding more robust and integrated loss better appreciation of a loss prevention processes and applications, retailers will gain a handle on loss,prevention mindset, so and by staying one step ahead and forecasting incidents, retailers will learn despite not having that a majority of their shrink is actually controllable. Sensormatics and security guards, they (the in-store The first step to any loss prevention strategy is to get a companyspersonnel) monitor, track, centralized loss department involved. While 16% of companies find itand implement loss beneficial to deploy loss prevention teams at every store, 40% of retailers prevention strategies to are allocating regional loss prevention managers who are responsible forensure minimal losses due to activities across several stores. shoplifting incidents." ~Stephanie Ranada, Supply More specifically, 53% of retailers have a cross-functional team, comprised Chain Manager, Mid-Sized of store operations, sales audit, loss prevention, field marketing, inventory North American Footwear management and revenue, established to manage LP strategies and decision- Company making. Another 17% of retailers plan to create a similar team to ensure its loss prevention strategies are impacting business operations and protecting profit. These teams also hold district and regional meetings to ensure they uphold loss prevention best practices and process management (33%), as well as enact enterprise-wide loss prevention training (40%). This all-encompassing centralized LP management strategy is a huge operational transition from the 29% of retailers that reported they had a formal in-store LP team responsible for managing day-to-day LP processes, including training, according to Aberdeens December 2007 report, Real- Time Loss Prevention: Changing the Game in Store Fraud. Relying solely on decentralized teams added even more pressure on these dedicated employees; all who were tasked with training new employees and guaranteeing shrink reduction. By augmenting in-store teams with centralized ones, retailers are clearly making LP training and reducing enterprise shrink rate a top priority. Case in Point "Rather than regard loss Sears Holding Corp., makes it a priority to tap its loss prevention teamprevention as an afterthought, we realize the value of involving the whenever evaluating or planning new technology. This was exactly the case team in the origin of every when evaluating the value of adding a mobile strategy at the store-level. concept." These devices are creating a consumer-centric shopping experience, but~ William Bill Titus, VP of loss we are also forced to support this new way of shopping, said William Titus, prevention, Sears Holding Corp. 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 5. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 4 Sears VP of loss prevention. "Now we must consider their value proposition. During this evaluation, Sears also began exploring the many opportunities "LP has taken on more of a that mobile devices offer savvy criminals. Among those that the company detective role, reviewing and had to evaluate included how associates armed with a mobile device wouldresearching transactional exceptions and follow-up on efficiently deactivate EAS tags, bag merchandise and produce receipts. In its unusual trends. It is currently quest to balance how to use mobility in a way that would add value to the planning to become more customer experience, Sears could not lose sight of how it would protect proactive, by developing LP merchandise and sensitive information.strategies and policies/ procedures to help prevent By bringing in its dedicated LP teams input during its planning sessions, theft and improve safety." Sears has created more beneficial IT implementations. With the loss prevention team involved in early IT discussions, there is less chance of ~Director of Finance, Large incurring costs due to revising or resolving potential problems. The chainNorth American Apparel can anticipate issues during the development of processes and systems, andCompany still keep the integrity of customer-facing solutions.We have created a strong partnership that adds value to our operational and merchandising perspectives, Titus said. Rather than regard LP as an afterthought, we realize the value of involving the team in the origin of every concept. Enablers: The Keys to Unlocking a Successful LP Strategy With an established group leading the charge when it comes to LP efforts, 37% of retailers are tapping this group to establish centralized loss prevention guidelines for data, compliance and training. Establishing policy and procedures is only the tip of the iceberg, however. To understand how the enterprises stores are following these guidelines, there must be enabling solutions in play that supply event information. While 28% of companies use EAS tags and source tagging to deter shoplifting (with another 9% of companies planning to add the technology), savvy retailers are taking this concept one step further and making a move to more interactive solutions. Enter the value of RFID tags. Clearly, retailers continue to turn toward tried-and-true technology solutions to protect their enterprise. Currently, retailers are combining traditional LP methods, such as closed-circuit television video surveillance (49%), and EAS tags (27%) for protection from store-level incidents, as well as network firewalls (64%) and access control and video to ensure PCI compliance (27%) for more insulation from online and mobile fraud incidents. Unlike EAS tags, which are passive solutions until they come in contact with a dedicated reader, RFID tags are typically active, giving retailers insight to ongoing product movement and activities. The smart technology made its bones in the supply chain, at the pallet-level, to track product movement across the supply chain. However, the tags open a world of opportunity for retailers eager to fight shrink not just across the supply chain, but also at the 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897 6. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 5 store-level. Embedded with a chip that holds characteristics of the merchandise it is attached to, RFID tags identify the product and the tags unique Electronic Product Code (EPC) allows the item-level tracking of merchandise throughout store, warehouse and extended supply chain. As tagged merchandise is within the vicinity of dedicated readers, product data is transmitted to a database, alerting retailers to item movement in real- time. While retailers still use the technology in the supply chain at the pallet-level to track inventory discrepancies, companies in double-digits are ready to further leverage the power of the solution in the store and Distribution Centers (DCs) for loss prevention purposes (Figure 3). There are 31% of retailers that at some level are exploiting the power of RFID specifically at the store-level, and 23% of companies are leveraging the power and wealth of data delivered through RFID across their stores and supply chains. Meanwhile, 14% of retailers successfully use RFID as an intelligent loss prevention solution, and another 14% of retailers plan to add the technology within the next 12 to 24 months (Figure 2). Figure 2: Application of RFID to support Loss PreventionWe use RFID in the supply chain at the pallet-level to track inventory 23%discrepancies We use RFID at the store-level only31% We use RFID in both the supply chain 23% and at store-level 0% 10%20%30% 40%Percent of Respondents n=52Source: Aberdeen Group, March 2012 Data, Analytics, and RFID Data While historical data is great place to create a baseline of LP incidents, historical data only shows past loss events. While retailers can learn from these incidents, it is more important to understand what is happening now, so they can forecast the best ways to combat, and stay ahead of shrink. Thirty-seven percent (37%) of retailers are aware of this trend, and another 33% of companies are creating a plan to utilize results of real-time theft analysis. Managing the data is just as important as collecting it. As a result, 43% of companies currently use Business Intelligence (BI) exception-based reporting to make better loss prevention decisions. Another 20% of 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 7. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 6 retailers plan to add a BI platform in the near future. Once RFID data is added to the mix, real-time and predictive analytics takes on a whole new meaning, thus changing the importance of LP decisions. Currently, a mere 9% of retailers are leveraging the power of RFID loss data to refine their loss prevention strategies. The good news is more retailers believe in the powerful information these tags deliver. As such, another 17% of merchants also plan to add this weapon to their LP arsenal. With more RFID event data being filtered into centralized databases, retailers are sitting on a goldmine of information. By using robust analytical tools to exploit this data, retailers are in a prime position to slash ever- growing shrink rates and positively transform their loss prevention efforts. RFID configurations require antennas to be housed overhead in ceilings and readers on store shelves. As each tags unique identifier comes in contact with a reader, retailers gain specific data, including characteristics of individual items, quantities, and even dollar values. By using analytics to delve into this robust information, retailers can learn the severity of each incident, if it is recurring or casual, and take better measures to deter future incidents. Currently, 60% of retailers already conduct historical theft analysis, and another 18% plan to follow suit and leverage the technology. This is not a new trend, as interest in analytics has been building for some time. In fact, the specialty retail segment continues to satisfy its craving more access to intelligent reporting tools. For example, Aberdeens Effective Loss Prevention Methods: The Specialty Retail Story reported that 31% of retailers planned to add video intelligence software by 2010, and 29% planned to utilize EAS analytics by the same timeframe. Currently, 36% of retailers are using CCTV video surveillance integrated with video intelligence software focused on risk areas. While EAS analytics is currently utilized by 16% of retailers, another 11% of companies will adopt the platform within the next 12 to 24 months. Where the story has changed is retailers quest and their ability to use reporting tools to streamline the volumes of real-time data filtering into databases all day long. Clearly, store-level managers and senior associates need to be privy to incidents or exceptions instantly, and as a result, 31% of retailers give their associates access to real-time loss prevention monitoring and alerts. Another 22% of companies plan to add the same functionality (Table 1). While many access this data on spreadsheets via laptops, more retailers are making the transition to user-friendly applications. For example, 24% of companies provide loss prevention data via dashboards and exception reports. Other companies are empowering managers by supplying data through mobile user interfaces. A relatively small proportion (15%) of retailers are using mobile devices to access loss alerts, however 49% plan to leverage mobile devices (phones and / or tablets) by LP personnel in areas such as in-store audits (17%), and real-time LP incident alerts (15%), among other areas. This should enable LP personnel to make real-time business decisions and changes to protect profit. 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 8. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 7 Table 1: Organizational Capabilities Supporting Loss Prevention Type of CapabilitiesCurrentPlanned Historical theft analysis60%18% Weekly reporting / auditing on channel transaction management functions (e.g. returns, gift cards,50%23% coupons, manager overrides, charge backs, waste of raw materials) Real-time theft analysis 37%33% Real-time access to returns management solutions 36%25% Real-time loss prevention monitoring and alerts to31%22% store locations Ability to track customer count with camera27%20% surveillance and electronic article surveillanceSource: Aberdeen Group, March 2012 Case Study Brookstone uses Analytics to Gain an Edge Specialty retailer Brookstone is an advocate of the power of analytics in the fight against shrink. Like many retail companies, Brookstone is trying to manage operational efficiencies and store operations with minimal staffing. Unlike other competitors however, Brookstone has a high-touch, high-customer service business model that allows shoppers to handle high-end merchandise, and encourages interaction between associates and shoppers. "When managing this model with reduced employee coverage, we want to be sure we can still present a positive level of customer service, yet not take our eye off of protecting merchandise," said Wayne McBrian, Director of Loss Prevention, Brookstone. "We have a mantra: to keep honest people honest. We are not trying to catch people, but instead, use our loss prevention solutions and policies to better service our shoppers, while simultaneously cut down on shrink." When McBrian joined Brookstone almost 20 years ago, the company was ready to upgrade to more effective loss prevention measures and use data to learn how to reduce shrink. At that time, Brookstone had EAS- tagged merchandise, as well as CCTV technology and alarm systems. By integrating an analytics platform into the mix, the retailer was able to gain insight into traffic patterns and staff performance. "We have insight into employee behavior that is linked to traffic patterns and conversion rates," he explained. "For example, we use analytics to identify suspicious returns, and even use video to make sure a customer is present during the transaction."continued 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 9. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 8 Case Study Brookstone uses Analytics to Gain an Edge The analytics tool has helped the company reduce shrink between 2/10% and 3/10%. "For Brookstone, analytics is all about better using the information available to us," McBrian reported. "By leveraging exception reporting, we can delve into more data and produce more reports to make better shrink-reducing decisions." Brookstone is currently evaluating how to expand its exception reporting data points, including the addition of video events, open and close alarm reports and inventory shrink histories. By applying these new modeling options, Brookstone could, "further reduce shrink incidents and improve company operations," he said. "We plan to add these capabilities by the fourth quarter of 2012." Key Takeaways Retailers are learning that if they want to more effectively combat loss across their enterprises, they need access to real-time data to stay one step ahead of recurring shrink. By using intelligent solutions to gain insight into loss, retailers can gain access to this information and be more flexible in their loss prevention decisions. As a result, they can curb shrink and improve profit. The following recommendations could help retailers improve their LP efforts moving forward: Create a centralized loss prevention team to oversee enterprise LP efforts and training. Retailers are clearly moving away from decentralized LP groups that operate in vacuums and"We have a mantra: to keep solve only their isolated issues. While 19% of companies still honest people honest. We incorporate in-store LP teams at select high-risk locations, close touse our loss prevention half of retail respondents support regional loss prevention teams. solutions and policies tobetter service our shoppers, When bolstering these teams with executives from storewhile simultaneously cut operations, supply chain and other lines of business, retailers candown on shrink." keep their finger on the pulse of where loss is a becoming a pain point. ~ Wayne McBrian, Directorof Loss Prevention, Link analytical platforms to a repository housing LP data. Brookstone Realizing the power that business intelligence offers an enterprise, savvy retailers are ready to exploit the power of analytical platforms to improve their loss propositions. Currently, 56% of retailers have a centralized data analysis group focused on LP exception reporting. Based on the companies that have established analytics tools, 49% of retailers are successfully applying the results they learn to controlling their loss levels. Combine real-time and historical data to make the best loss-fighting decisions. Retailers have had a history of using analytics and business intelligence to improve their decision-making across all lines of business. Loss prevention is no exception. However, relying solely on historical data makes LP strategies less 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897 10. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 9 effective. With 69% of companies centralizing the collection and storage of transaction data. Integrate the power of RFID to gain instant access to real- time merchandise movement information. With 35% of "LP has taken on more of a retailers lacking credible data to forecast loss prevention events,detective role, reviewing and and another 24% of retailers without visibility into store-level researching transactional activity, the need for real-time data is more important than ever. Byexceptions and follow-up onunusual trends. It is currently adding RFID tags to their LP strategies and utilizing open RFIDplanning to become more standards retailers can use RFID tags unique identifiers to proactive, by developing LP understand exactly what merchandise is being pilfered, as well as thestrategies and policies/ quantity. Once they add RFID to their LP arsenal, they will gain a procedures to help prevent deeper insight into product movement, an effort that will help themtheft and improve safety." predict the most coveted merchandise and rethink product placement, both which can more positively impact profit~Director of Finance, LargeNorth American Apparel sustainability.Company The writing is on the wall: the key to a successful LP strategy is to become more events-focused and using real-time enterprise information to make projections. By keeping their sights on intelligent solutions, whether they are an analytics platform, robust exception reporting tools or smart tracking solutions like RFID-enabled tags, retailers gain the assistance they need to drill down into specific incidents or operational gaps that cause shrink. The end result: retailers gain the support they need to reduce losses, and make a positive impact on their bottom line. For more information on this or other research topics, please visit www.aberdeen.comRelated ResearchThe 2012 Self-Service Hand-Book: The The Customer Connected Store: 2011Empowered Consumer; January 2012 Store Operations Automation BestThe 2012 Omni-Channel Retail Practices; March 2011Experience; January 2012 Effective Loss Prevention Methods: TheCustomer Centric-Retailing 101:Specialty Retail Story; January 2008Customer Intelligence and Engagement Real-Time Loss Prevention: Changing theStrategies; October 2011 Game in Store Fraud; December 2007Author: Deena M. Amato-McCoy, Research Analyst, Retail and ConsumerMarkets; Deena.Amato-McCoy@aberdeen.com For more than two decades, Aberdeens research has been helping corporations worldwide become Best-in-Class. Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide organizations with the facts that matter the facts that enable companies to get ahead and drive results. Thats why our research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% of the Technology 500. As a Harte-Hanks Company, Aberdeens research provides insight and analysis to the Harte-Hanks community of local, regional, national and international marketing executives. Combined, we help our customers leverage the power of insight to deliver innovative multichannel marketing programs that drive business-changing results. For additional information, visit Aberdeen http://www.aberdeen.com or call (617) 854-5200, or to learn more about Harte-Hanks, call (800) 456-9748 or go to http://www.harte-hanks.com. This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc. (2012a) 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 11. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 10 Featured Underwriters This research report was made possible, in part, with the financial support of our underwriters. These individuals and organizations share Aberdeens vision of bringing fact based research to corporations worldwide at little or no cost. Underwriters have no editorial or research rights, and the facts and analysis of this report remain an exclusive production and product of Aberdeen Group. Solution providers recognized as underwriters were solicited after the fact and had no substantive influence on the direction of this report. Their sponsorship has made it possible for Aberdeen Group to make these findings available to readers at no charge. Avery Dennison Retail Branding and Information Solutions partners with the worlds leading apparel brands, manufacturers, and retailers to offer Creative, Intelligent and Sustainable solutions that Elevate Brands and Accelerate Performance throughout the global retail supply chain. Avery Dennison Inventory, Accuracy, Visibility and Loss Prevention Solutions utilize Radio Frequency IDentification (RFID) technology to enable retailers and brands to improve inventory tracking, empower just-in-time inventory replenishment and reduce out-of-stocks. The integration of RFID with Avery Dennison overt and covert brand protection technologies reduces the risk of counterfeiting, diversion and other intellectual property infringement to protect the immediate and long-term value of the brand. For additional information on Avery Dennison: Avery Dennison 7 Bishop Street Framingham, MA 01702 Telephone: 866.772.7422 www.rbis.averydennison.com rbis.solutions@averydennison.com 2012 Aberdeen Group.Telephone: 617 854 5200 www.aberdeen.comFax: 617 723 7897 12. The State of Loss Prevention in Retail:Controlling Losses and Maximizing ProfitsPage 11 RetailNext (formerly BVI Networks) is the leader in real-time in-store monitoring, enabling retailers and manufacturers to collect, analyze, and visualize in-store data. The company uses best-in-class video analytics, on- shelf sensors, point-of-sale systems, and other sources to automatically inform retailers about how shoppers engage in their stores providing store operations executives with the insights needed to grow same-store sales by as much as 20%. RetailNext tracks more than 25 million shoppers per month by collecting data from more than 15,000 sensors in stores, capturing and analyzing trillions of data points per year. For more information, call +1-888-609-5877. For additional information on RetailNext: RetailNext 99 Almaden Blvd., Suite 700 San Jose, CA 95113 Telephone: 888.609.5877 www.bviretailnext.com sales@bviretailnext.com 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897