Robbery

Robbery is stealing or taking anything of value by force, or violence, or by use of fear.

Only about one third of the robberies are solved by identification and arrest. Even when robbers are caught almost none of the cash or property is recovered.

Robbery is a violent crime. The robber always uses force or the threat of force, and the victims are often hurt. In 65 percent of store holdups, the robber uses a weapon.

What can you do to reduce losses from robbery in your store?

Your first line of defense is training your people. How you handle your cash is also important. Two other vital defense actions are: (1) you should use care in opening and closing your store and (2) you should use care when answering after-hours emergency calls.

Training to Reduce Risk. You should let each of your employees know what may happen if a robbery occurs. Train them on how to act during a holdup.

Emphasize the protection of lives as well as money. Warn each person that you want no "heroes." The heroic action by an employee or customer may end as a deadly mistake. The robber is as volatile as a bottle of nitro-glycerine. Handle him or her with the same care you would use with any explosive.

Instruct your people to the following when, and if, they face a robber:

(1) Reassure the robber that they will cooperate in every way.

(2) Stay as calm as possible.

(3) Spend their time making mental notes on the criminal's build, hair color, complexion, voice, what he or she is wearing, and anything that would make it possible to identify him or her. A calm accurate description of the robber can help bring him or her to justice. (Police advise that employees should not discuss or compare descriptions with each other but wait until the police arrive.)

You can provide a reference point to make descriptions accurate. Mark the wall or the edge of the door jamb in such a way that later the employee will be able to give a more accurate estimate of the robber's height. Often the person who has been held up compares the criminal's height with that of another person in the store. The clerk ends up unconsciously describing this innocent person used for comparison, rather than the robber.

Instruct your employees not to disclose the amount of loss. The police and news reporters should receive such information only from you. When talking to reporters, play down the theft. Don't picture your store as being an easy mark with a great deal of cash on hand.

Don't Build Up Cash. Cash on hand is the lure that attracts a robber. The best deterrent is to keep as little cash in the store as possible. Another deterrent is camera equipment that photographs robbers.

Make bank deposits daily. During selling hours, check the amount of cash in your register or registers. Remove all excess cash from each register several times a day.

Do not set up cashier operations so that they are visible to outsiders. The sight of money can trigger crime. Balance your register an hour or two before closing, not at closing time. Make it a rule to keep your safe locked even during business hours.

When making bank deposits, use an armored car service, if practical. If not, you should take a different route to the bank each day and vary the time of the deposit. Obviously, the best time to make deposits is during daylight hours.

You should also vary the routes you travel between the store and your home. Keep your store keys on a separate key ring. At least then, you won't be stranded by the loss of your car and personal keys.

Opening and Closing Routine. Opening or closing the store is a two-man job. When opening your store, station one person - an employee or your assistant - outside

where he or she can observe your actions. You enter the store, check the burglar alarm to be sure it is still properly set, then move around in the store and look for any signs of unwanted callers.

You and your assistant should have an agreement on the length of time this pre-opening check is to take. Then if you do not reappear at the scheduled time, your assistant should phone the police.

The outside person should always know where the nearest phone is located. He or she should have a card in his or her wallet with the police phone number typed on it and coins taped to the back side of the card so that he or she has the right change to make the call.

When calling the police, calmly;

1. Give his or her name.

2. Give the name and address of the store.

3. Report that a holdup is in progress at the store.

Under normal conditions, the owner-manager would return to the entrance after finishing the store inspection and give the outside person a predetermined "all clear" signal.

Your night closing should be a similar routine. A few minutes before closing, you make a routine check of stockrooms, furnace room, storeroom, and other places where a thief might hide. A second employee should wait just outside the store until you have finished your inspection. If you drive to work, he or she should bring your car to a location near the exit door. He or she should watch while you set the burglar alarm and lock the doors and windows.

Be Cautious of Night Calls. Whenever you receive an emergency call to return to the store at night, be careful.

First, never return to the store without first notifying someone that you are returning.

Second, if it is a burglar-alarm break, phone the police department and ask that a police car meet you at the store.

Third, if it is a repair problem, phone the repair company and have the service truck sent out before you leave home.

Fourth, if you arrive at the store and do not see the police car, or the repair truck, do not park near the store. And do not enter the store.

Fifth, make it a habit to verify all phone calls you receive after store hours, no matter where they originate. A careless slip on your part may be all the criminal is waiting for.

Following these precautions can mean the difference between life and death.

Everyone needs To be familiar with the Decision Making Process. All of us rely on advice, and techniques or tools, to help us in
our daily lives.

When we go out To consume, the restaurant menu is the tool that provides us with the information required to choose what to
purchase and how much to spend.

Running a Business also needs making decisions using techniques and information - how much stock to maintain, what price to sell
it in, what credit agreements to offer, how many people to hire.

Decision Making Process in business is the systematic process of identifying and solving problems, of asking questions and finding
answers. Decisions are made under conditions of uncertainty. The future is not understood and occasionally even the last is
suspect. This guide opens the door for company owners and managers to find out about the variety of techniques which may be
utilised to improve your decision making process in a world of doubt, change, and uncontrollable circumstances.

A General Approach to Decision Making Procedure. Whether a scientist, an executive of a significant company, or a small business
owner you are able to benefit from boosting your decision making abilities. The general approach to systematically solving issues
is exactly the same. The following 7 step approach to better management decision making can be used to examine virtually all
problems faced by a business.

State the problem. A issue first has to exist and be recognized. What's the problem and why is it a issue. What is perfect and how
can current operations vary from that ideal. Describe why the symptoms (what's going wrong) and also the triggers (why is it
likely wrong). Try to specify all terms, concepts, factors, and relationships. Quantify the issue to the extent possible. In case
the problem, not correctly and quickly fulfilling customer orders, attempt to ascertain how many orders were incorrectly full and
the length of time it took to fulfill them.

Define the Objectives. What are the goals of the analysis. Which objectives are the most critical. Objectives usually are stated
by an action verb like to decrease, to grow, or to improve. Returning to the customer dictate problem, the significant objectives
is: 1) to increase the proportion of orders filled correctly, and 2) to reduce the time it takes to process and order. A
sub-objective could include to simplify and streamline the order fulfilling process.

Grow a Diagnostic Framework. Next establish a diagnostic framework, that is, determine what methods are going to be utilized, what
types of information are needed, and also how and where the info is to be found. Is there going to be a customer survey, a review
of company records, time and movement tests, or something else. Which are the assumptions (facts assumed to be correct) of this
analysis. What would be the criteria used to judge the study. What time, funding, or other constraints are there. What type of
qualitative or other specific techniques will be utilized to examine the information. (Some of that will be covered shortly). In
other words, the diagnostic framework establishes the scope and methods of the whole study.

Collect and Assess the Data. The next step is to gather the data (by following the methods created in Step 3. Raw information is
then tabulated and coordinated to facilitate analysis. Tables, graphs, charts, indicators and matrices are some of the standard
tactics to arrange raw data. Analysis is the critical requirement of audio business decision making. What does the data reveal.
What facts, patterns, and trends could be viewed from the data. A number of the quantitative techniques covered below can be used
during the step to ascertain details, patterns, and trends in data. Obviously, computers have been used widely in this measure.

Generate Alternative Solutions. After the analysis was completed, some specific decisions about the nature of the issue and its
resolution must have been achieved. The next step is to create alternative solutions to the issue and rank them in order of the
net benefits. But how are alternatives best generated. Again, there are some well established techniques like the Nominal Group
Method, the Delphi Method and Brainstorming, among others. In these methods that a team is included, all people who have reviewed
the information and analysis. The approach will be to get an informed group indicating a variety of possible solutions.

Develop an Action Plan and Implement. Pick the ideal answer to this issue but be certain to understand clearly why it's best, that
is, how it accomplishes the objectives established in Step 2 greater than its alternatives. Then create an effective method
(Action Plan) to implement the solution. At this point a significant organizational consideration arises - who will be accountable
for seeing the implementation through and what authority does he have. The selected manager should be accountable for seeing that
all of deadlines, tasks, and reports have been performed, fulfilled, and composed. Details are all important in this step:
reports, programs, activities, and communication will be the key elements of any action plan. There are lots of methods available
to decision makers implementing an action plan. The PERT method is a method of setting out an entire interval like an action plan.
PERT is going to be covered soon.

Evaluate, Acquire Feedback and Monitor. After the Action Plan has been implemented to Solve a problem, management must evaluate
its effectiveness. Evaluation Standards have to be determined, feedback stations developed, and observation performed. This Step
should be performed following 3 to 5 weeks and at 6 months. The target is to answer the main point question. Has the problem been
solved?

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