Commissioner on the Child Rights Commission, Nicole Cole wants to see child abuse cases move expeditiously through the justice system.Cole told Guyana Times in an exclusive interview on Sunday that casesNicole Cole, Commissioner on the Child Rights Commissionconcerning a child complainant in sexual abuse matters particularly, should be heard within a reasonable time.“When these cases are delayed, often for years, those children are re-victimised by not being able to put the matter behind them, and by having to rehash the facts many years later,” she insisted.Cole pointed out that there were cases where young children were sexually abused by adults and after subsequent adjournments and years passing, these minors were unable to give the necessary details, or agree not to give evidence, which often times resulted in these matters being dismissed.Cole pointed to a recent case involving a pastor, who was convicted in April 2017 for raping a six-year-old girl. The incident took place between June 1 and June 30, 2007.That matter took almost 10 years before a verdict was reached.The child rights activist said too that many cases involving children who die as a result of sexual abuse have been dismissed for various reasons and this was chiefly because of lack of education and resources.Cole pointed specifically to another case where a teen was found not guilty of sodomising and murdering his two-year-old niece nearly three years ago at Haslington, East Coast Demerara.The then 15-year-old had been arrested by the Police after it was established that the dead toddler had been in his sole care for about an hour before her death.According to a post-mortem examination, the child died as a result of haemorrhage and shock from multiple abdominal injuries and was subjected to anal penetration.The abdominal trauma was a result of the anal penetration, which caused massive internal injuries to the spleen, liver and anus.“I am calling for a Kimani Law, which will see the expedition of child sexual abuse cases….case of child sexual abuse is taking too long in the system. These are children, who are one of the most vulnerable groups in society, and they have to wait five to 10 years,” she lamented.While explaining that the Social Protection Ministry has moved to establish a Sexual and Domestic Violence Unit, and reconstituted the Sexual Violence Task Force, Cole said one of the bugbears in the fight against child sexual abuse remained the lack of resources.She told this publication that the Police must also make optimum use of the forensic laboratory and all hospitals should keep a stock of rape kits at all times.“There is a massive need to have education across the board. And this is not just education whereby you have PowerPoint and a screen. Educating children also to tell when they are touched inappropriately, so that steps could be taken to prevent sexual abuse.”Under the previous sexual offences legislation, a preliminary inquiry would be held in the magistrates’ court, followed by a trial by judge and jury in the High Court if the Magistrate found that there was sufficient evidence for the case to proceed. This process took one to five years and was one of the compelling reasons for enactment of a new legislation in 2010.Several years later, many sexual assault victims are still waiting to have their preliminary inquiries completed. In some cases, preliminary inquiries that were almost completed had to be re-started as presiding Magistrates were transferred to another court, resigned or otherwise left the bench.
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Joseph Blaney receives his senior sports student awardJunior Sport Student of the Year Zoe Green and other junior sports award winnersFirst year award winnersSecond year Award winnersThird year award winnersFifth year award winnersSixth year award winnersErin Mallon receives her Best Junior Cert award for 2012Antoin Friel receives the Best Leaving Cert Award for 2012Transition year student for 2013 Chloe Bradley MULROY COLLEGE PRIZEGIVING – PICTURE SPECIAL was last modified: May 23rd, 2013 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window) Tags:Mulroy Collegeprizegiving
Barcelona fans showed their support in amazing fashion on Saturday afternoon prior to their team’s El Clasico match against Real Madrid.A stunning mosaic of the club’s colours and the famous saying ‘Forca Barca’ ran all around the Camp Nou, with a video of the display later being upload to Barcelona’s official YouTube channel.Unfortunately, Barca could not reward their supporter’s efforts, only managing a 1-1 draw with Sergio Ramos’ late goal cancelling out Luis Suarez’s opener.You can watch the video of the display above…
No discussion, no sparks, and — most distressing of all — no leadership.This council is making its predecessors look good — which may be the only argument they have for giving themselves a third term in office. 160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! AD Quality Auto 360p 720p 1080p Top articles1/5READ MOREThe joys and headaches of holiday travel: John PhillipsWithout any discussion, this do-nothing council that wants to undo term limits simply rubber-stamped the latest price hike.Never mind that the new Los Angeles Police Department headquarters was originally supposed to cost $150 million, and then $200 million. Or that just two months ago, the price tag went up to $340 million.None of that seemed to faze the council, which happily approved a $396 million bill that still could reach $420 million (or higher).The city can’t afford more cops, anti-gang programs, sidewalk repairs, streetlights in poor neighborhoods or traffic relief. But the city’s leaders can find all the money they need to build fancy new buildings for themselves and other city employees. Who needs officers patrolling San Fernando Valley streets when we can have them looking down from on high with billions of dollars in taxpayer-subsidized construction going on downtown? DID sparks fly in the Los Angeles City Council’s chamber last week? Were members furious that the projected cost for a new police headquarters has gone up, yet again, to almost $400 million? Did they blast bureaucrats and consultants for this failure and get into a heated debate about whether they should even proceed with this unnecessary, increasingly expensive project?No, no, no. Of course not.But that’s what should have happened if council members cared about the people they were elected to serve.
Pepe Reina 1 Manchester City and Newcastle target Pepe Reina is set to end speculation over his future by signing a new contract with Napoli.The Serie A giants are desperate to keep hold of their No.1 despite interest from around Europe and the Spaniard is now ready to agree terms.Gazzetta dello Sport has claimed Reina will sign the new contract tonight after verbal agreements between the club and the player’s representatives were reached.Manchester City were linked with a move for the former Liverpool goalkeeper, despite their recent capture of Brazilian stopper Ederson.Newcastle boss Rafa Benitez was also rumoured to be interested in reuniting with Reina, after the pair’s successful spell together at Anfield.However, the 34-year-old is now reportedly ready to put pen to paper on a new contract with Napoli and continue his career in Serie A.
REVEALED REPLY REVEALED BEST OF Which teams do the best on Boxing Day in the Premier League era? Premier League Team of the Season so far, including Liverpool and Leicester stars Top nine Premier League free transfers of the decade Levy’s denial was revealed in the minutes of the meeting, which were published on March 17.It was also confirmed by Levy that NO naming rights for the new stadium were in place as of the date of the meeting earlier this week. Every time Ally McCoist lost it on air in 2019, including funny XI reactions ADVICE Tottenham never held talks with Nike over sponsoring their new stadium, despite leaks claiming the sportswear giant had won the naming rights for the £1billion arena.Earlier this month reports suggested the still unopened ground would be called the ‘Nike Stadium’, though this leak was quickly denied by the north London club. 👀 pic.twitter.com/jgojCLFMfh— Lilywhite Rose (@Lilywhite_Rose) March 10, 2019It has been expected Spurs would sell the naming rights to the new ground since it was revealed to be called ‘The Tottenham Hotspur Stadium’, but Nike have all but been ruled out as a potential sponsorship option.The Tottenham Hotspur Supporters’ Trust held a meeting with the club’s board on March 12, and Daniel Levy, the chairman, confirmed no talks were held with Nike over the naming rights, as ‘sponsoring stadiums is not what Nike do as a business’. Where Ancelotti ranks with every Premier League boss for trophies won no dice huge blow shining Berahino hits back at b******t Johnson criticism – ‘I was in a dark place at Stoke’ Son ban confirmed as Tottenham fail with appeal to overturn red card 1 gameday cracker Boxing Day fixtures: All nine Premier League games live on talkSPORT Oxlade-Chamberlain suffers another setback as Klopp confirms serious injury Ronaldo warned Lukaku how hard scoring goals in Serie A would be before Inter move RANKED getty LATEST FOOTBALL NEWS Tottenham’s new stadium is set to finally open next month Tottenham hope to move into the new ground before the end of the season, with the first match potentially being played there as early as next month.Two test events have to be held for the stadium to be awarded the correct safety certificates, and these are scheduled to take place before the end of March.
Sun, 19 Aug, Michael Murphy Sports & Leisure Junior B Championship Group ARobert Emmets V Letterkenny Gaels 13:00, Ref: Ciara Mc Feely Creeslough Fencing @ Decking Minor Division Three Championship Section TwoNaomh Ultan V St Patrick’s/Robert Emmett’s 19:00, Ref: Pat Walsh Thu, 16 Aug, All County League Division 2 ReserveArdara V Four Masters 20:00, Ref: Connie Doherty All County League Division 3 ReserveFanad Gaels V Buncrana 13:30, Ref: TBCNaomh Bríd V Naomh Ultan 13:30, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Div 1B Championship Section 2Ardara V Cloughaneely 19:00, Ref: TBCNaomh Colmcille V Glenswilly 19:00, Ref: TBC Creeslough Fencing @ Decking County Under 14 DIV2B Championship Section OneRobert Emmets V Bundoran 19:00, Ref: TBCUrris V Fanad Gaels 19:00, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Division 1A Championship Section OneSean Mac Cumhaill V Termon 19:00, Ref: TBCGlenfin V Moville 19:00, Ref: TBC Creeslough Fencing @ Decking County U14 DIV 3 Championship Section TwoLetterkenny Gaels V St Eunan’s 19:00, Ref: TBCNaomh Brid/ Pettigo V Downings 19:00, Ref: TBC All County League Division 1St Michael’s V Milford 15:00, Ref: TBCDungloe V Glenswilly 15:00, Ref: TBCAodh Ruadh Ballyshannon V Kilcar 15:00, Ref: TBCNaomh Conaill V Gaoth Dobhair 15:00, Ref: TBCCloughaneely V St Eunan’s 15:00, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Div 1A Championship Section 2Naomh Pádraig Muff V Naomh Conaill 19:00, Ref: TBCDungloe V Aodh Ruadh Ballyshannon 19:00, Ref: TBC U12 Hurling League Letterkenny Gaels V Sean Mac Cumhaill 18:30, Ref: TBCAodh Ruadh Ballyshannon V Four Masters 19:00, Ref: TBCCarndonagh V Buncrana 19:00, Ref: TBCSt Eunan’s V Setanta 19:00, Ref: TBCBurt V Gaoth Dobhair 19:00, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Div 1B Championship Section 1Buncrana V St Naul’s GAA Club 19:00, Ref: TBCMilford V Four Masters 19:00, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Div 2A Championship Section 1Naomh Columba V Malin 19:00, Ref: TBCCarndonagh V St Eunan’s 19:00, Ref: TBC Michael Murphy Sports & Leisure Senior C Championship Group BGlenswilly V St Eunan’s 19:00, Ref: Martin Doherty Creeslough Fencing @ Decking County U14 DIV 2B Championship Section TwoGaoth Dobhair V Killybegs 19:00, Ref: TBCNaomh Muire Lower Rosses V Burt 19:00, Ref: TBC Michael Murphy Sports & Leisure Junior B Championship Group BCarndonagh V Red Hughs 13:00, Ref: Paddy Mc Gonagle All County League Division 2Malin V Bundoran 13:30, Ref: TBCGlenfin V Naomh Muire Lower Rosses 15:00, Ref: TBCTermon V Four Masters 15:00, Ref: TBCNaomh Columba V Ardara 15:00, Ref: TBCSt Naul’s GAA Club V Sean Mac Cumhaill 15:00, Ref: TBC All County League Division 2 ReserveGlenfin V Naomh Muire Lower Rosses 13:30, Ref: TBCTermon V Four Masters 13:30, Ref: TBCNaomh Columba V Ardara 13:30, Ref: TBCSt Naul’s GAA Club V Sean Mac Cumhaill 13:30, Ref: TBC Michael Murphy Sports & Leisure Junior Championship Group BLetterkenny Gaels V Na Rossa 19:00, Ref: Tony GallagherUrris V Moville 19:00, Ref: Mark Mc Glinchey Michael Murphy Sports & Leisure Senior C Group AGlenfin V Naomh Conaill 19:00, Ref: Gary Mc Daid Creeslough Fencing @ Decking County U14 DIV 3 Championship Section OneConvoy V Termon 19:00, Ref: TBC Wed, 15 Aug, Creeslough Fencing @ Decking Under Fourteen Div 1A Championship Section 2Aodh Ruadh Ballyshannon V Naomh Pádraig Muff 17:30, Ref: TBC All County League Division 2 ReserveGlenfin V Bundoran 18:00, Ref: TBCNaomh Columba V Naomh Muire Lower Rosses 19:00, Ref: Pat Walsh Fri, 17 Aug, All County League Division 3Fanad Gaels V Naomh Ultan 19:30, Ref: TBCNaomh Bríd V Burt 19:30, Ref: TBC Michael Murphy Sports & Leisure Junior B Championship Group BNaomh Pádraig Muff V Naomh Pádraig Lifford 19:30, Ref: Gerard Jnr Mc Hugh U16 All County Hurling League Dungloe V Burt 18:30, Ref: TBCSetanta V St Eunan’s 19:00, Ref: TBCBuncrana V Carndonagh 19:00, Ref: TBCFour Masters V Aodh Ruadh Ballyshannon 19:00, Ref: TBC Sat, 18 Aug, Michael Murphy Sports & Leisure Junior Championship Group ANaomh Pádraig Muff V Convoy 18:00, Ref: Martin Mc KinleyRed Hughs V Carndonagh 19:00, Ref: Mark Dorrian All County League Division 1 ReserveSt Michael’s V Milford 13:30, Ref: TBCDungloe V Glenswilly 13:30, Ref: TBCAodh Ruadh Ballyshannon V Kilcar 13:30, Ref: TBCNaomh Conaill V Gaoth Dobhair 13:30, Ref: TBCCloughaneely V St Eunan’s 13:30, Ref: TBC Creeslough Fencing @ Decking Under Fourteen Div 2A Championship Section 2St Michael’s V Naomh Ultan 19:00, Ref: TBCGlenswilly V Kilcar 19:00, Ref: TBC All County League Division 3Naomh Bríd V Naomh Ultan 15:00, Ref: TBCFanad Gaels V Buncrana 15:00, Ref: TBC
At some point in your retail loss prevention career, if you haven’t done so already, you will be called upon to help make procurement decisions on new technology, such as electronic article surveillance (EAS) or video surveillance. While you may be most interested in the features, functions, and benefits of the technologies, your CFO will be more interested in the oft-used cliché, “bang for the buck.” So, how do you calculate ROI in retail?This post explains the financial concepts required to conduct a cost vs. benefit analysis, as well as a full-fledged return-on-investment (ROI) analysis. It will also provide insight into the process by which your CFO decides the following key questions:What type of analysis (simple or complex) should be used?What are the costs and benefits associated with this project?How long will it take before the costs are recovered?Will the project turn a profit? If so, how much?How does the profitability of this project rank against all others?What Is ROI Analysis?Simply stated, an ROI analysis determines the amount and rate (percentage) of anticipated or earned profit, if any, from an investment. A pro forma analysis is conducted in the planning stages of a project using cost and benefits estimates. The idea is to calculate an expected or anticipated return based on well-reasoned assumptions. ROI analysis is also used after a project’s implementation in order to calculate the actual return and to see whether or not the investment met financial expectations.- Sponsor – There are basic and comprehensive analytical methods. The basic methods simply calculate a time horizon for cost recovery (payback) in months or years, or a simple return on investment percentage (what percentage of the cost will be, or has been, recovered). Payback ignores the concept of the time value of money, meaning a dollar that you have in your hands today is worth more than the promise or expectation that you will receive a dollar in the future. Payback also ignores any costs or benefits beyond the first year. Because of these limitations, we will not employ a payback calculation in this analysis.The more sophisticated and accurate calculations, often called discounted cash flow methods, try to encompass the following items and concepts:All fixed and variable costs and benefits, no matter when they occur,ROI measured against a prescribed time horizon, such as a five-year depreciation schedule,Taxes, opportunity costs, and the time value of money, andROI results compared to a benchmark or “hurdle” rate (a rate of return below which the project will be rejected).Net Present Value. Discounted cash flow analysis is a method of valuing a project using the concepts of the time value of money. All future cash flows (incoming [benefit] and outgoing [cost]) are estimated and discounted at a required rate of return to give their present value. The sum of all discounted cash flows covering the time horizon is the net present value (NPV). A zero NPV means the project repays the original investment and covers the required rate of return—essentially a breakeven. A positive NPV indicates a profit (over the required return), and a negative NPV indicates a loss. In capital budgeting, the discount rate used is called the “hurdle rate” and is usually equal to the incremental cost of capital. The ROI on a project must exceed the hurdle in order to be judged worthy of an investment. When choosing among a number of investments, the CFO looks for the highest NPV.Internal Rate of Return (IRR) is the rate promised by the project over its useful life. It is sometimes referred to as “yield on project.” The IRR is the discount rate that will cause the NPV of a project to be zero. Once the IRR has been calculated, it is compared to the company’s required (minimum acceptable) rate of return. If the IRR is equal to or greater than the required rate of return, then the project is acceptable. If not, it is rejected. Often, a retailer’s cost of capital is used as the required rate of return. The logic is that if a project cannot provide a return at least as large as the cost of the investment, then it is unprofitable.Both NPV and IRR are readily available formulas in spreadsheet programs. There is no need to calculate them by hand.Why Is ROI Analysis Important?First, an accurate return-on-investment analysis prohibits unprofitable decisions. A well-reasoned, thoroughly researched financial justification tends to inhibit emotional decisions, and promotes “buy-in” for the project, and helps the loss prevention department make a professional case to senior management for accepting and implementing new technology for retail stores.Quantifying Costs and BenefitsProper ROI analyses start with a thorough compilation of all costs and benefits that could possibly be associated with the proposed project. While each project may be different, the costs can be divided into three categories—investment, one-time preparation, and other.The main investment is the cost of any hardware or software licensing fees. These costs will most likely be depreciated (hardware) or amortized (software) over a fixed time horizon established in our generally accepted accounting principles (GAAP).One-time preparation costs include sales taxes, freight charges, and the cost of site preparation and installation. These costs are added to the total investment for depreciation/amortization purposes.Other costs include such things as the labor required to operate or manage the project, maintenance, IT expenses, or any other incidental expenses. These costs may be one-time or annual, fixed or variable. Generally, they are not included in the investment, but are “expensed,” meaning they are accounted for in full when they are incurred.A “hard” cost, such as the cost of the EAS tags or other retail theft prevention system, is objective and easily acknowledged and quantified. All hard costs and benefits should be included in the ROI analysis. “Soft” costs/benefits are those that are more subjective estimates rather than precise calculations. For example, an anticipated improvement in labor productivity may not be as easily acknowledged and quantified. The most accurate ROI analyses rely upon “hard” costs as exclusively as possible and only include “soft” costs where the circumstances can be clearly understood and agreed upon by the project participants.Measuring the Major BenefitsThe “R” in ROI means return. A return is a tangible benefit, most often measured over time, which offsets some or all of the project’s costs. Each project has its own list of potential benefits. The most common benefit types in projects that implement new technology for retail stores are:Reduction in inventory shortage,Labor savings,Additional sales, andProductivity improvementA reduction in inventory shortage is usually the largest and most important potential benefit from loss prevention investments. If you think about it, we are making investments in security programs with the intention that shortage will be reduced from current levels, or that the countermeasures will keep shortage from rising to unprofitable levels. Shortage reduction and control is loss prevention’s raison d’être. We must be able to accurately estimate the impact that the project will have, or has had on shortage.The shortage performance graph below plots the inventory shortage results in a retail apparel store that had experienced a significant increase in shoplifting. After installing EAS, the results were measured after the first year, and future results were estimated over the balance of a five-year time horizon (years +2 through +5). In this example, EAS is the only countermeasure that was used, so any change in shortage can be directly attributed to its deterrent qualities. The horizontal (X) axis measures time, in years, and the vertical (Y) axis measures shortage as a percentage of sales. Under this scenario, shortage had been rising and the crisis point (year 0) was reached when shortage reached 5 percent of sales. EAS was installed at the end that fiscal year (year 0) directly after the annual inventory was taken. At the end of the first fiscal year of EAS usage (year +1), shortage dropped by 50 percent to 2.5 percent of sales. Management assumed that shortage would remain at the lower level over the rest of the time horizon.The dollar value of the reduction in shortage over the five-year time horizon is the financial benefit that will be entered into ROI calculation for the project. Assume that the store’s annual sales are $1 million. Assume further that shortage would have stayed at its crisis point of 5 percent (dotted red line) had EAS not been installed. Without EAS, annual shortage would be $50,000. Since the EAS installation, annual shortage dropped to 2.5 percent ($25,000), and with proper management, would remain at that lower level over the subsequent four years. So, the financial benefit gained by the use of EAS is the difference (at cost) between the shortage at the crisis point before the installation (5 percent) and the average rate of shortage after the installation (2.5 percent)—a savings of $25,000 at retail per year.To arrive at the cost of shortage, we must multiply by the cost of goods sold (COGS), in this case 55 percent. By “costing out” the change in shortage, we are treating it (accounting-wise) the same as we treat the cost of the EAS equipment, making the results “apples to apples.” This calculation will be shown later in the real-world example.Additional sales may be generated in other ways. If an EAS investment reduces shortage by 50 percent, there will be more merchandise available for sale than there was before EAS was installed. Will some of these items be sold? Without a doubt. The questions are:Can the amount of incremental sales be accurately estimated?How are incremental sales valued in the ROI analysis?Thanks to the work of retailers and academic researchers, studies have shown that there is an inverse relationship between item-level shortage and sales. In other words, statistics show that when shortage in certain items decreases, sales in those items increase. The range of the sales increase is wide, and at this point this type of benefit has to be considered “semi-soft,” meaning that while there is empirical proof that incremental sales occur, the estimate is still subjective, unless the retailer has conducted its own study. For this reason, an estimate of the impact of incremental sales will not be used in the real-world example analysis below.Calculating the financial benefit of an incremental sale, however, is straightforward. Doing so requires an additional piece of information—the “gross margin” percentage of the items in question. Suppose the EAS project results in provable incremental sales of $50,000 per year at retail, and the gross margin percentage of those items is 19 percent. To calculate the gross margin impact of the incremental sales, multiply them by the gross margin percentage ($50,000 x 19% = $9,500). This gross margin impact is the financial benefit that would be included in the ROI analysis.Labor savings can be included when an investment in technology results in a reduction in labor hours. Labor savings is a “hard” benefit that is calculated by multiplying a wage rate by the number of hours saved in the project. Typically, if labor hours are reduced, then employee benefits are reduced, as well. Often called a “benefits component,” it is usually expressed as a percentage of the base wage rate. Ask your human resources department for the rate.If the benefit component rate is 18 percent, and the hourly base wage rate is $10.00, then the benefit component is $1.80 per hour, and the “fully burdened” wage rate is $10.00 + $1.80 = $11.80. If the investment saves 120 hours of labor per year, then the labor savings benefitin the ROI analysis is $11.80 x 120 or $1,416 per year.Productivity improvement comes in many forms, but is not easily quantified. Suppose that an investment in video surveillance equipment allowed loss prevention agents to apprehend 15 percent more shoplifters per year than previously. Suppose further that the average value of each bust was $75.00, at retail, in recovered merchandise, and the number of annual cases had been 80 per year. A 15 percent increase in productivity allows the agent to work about twelve more cases, and results in an additional recovery of $900 at retail per year. Multiplying the amount of the recovery by the COGS of the items (55 percent) provides a benefit of $495 to the ROI analysis.How Do You Calculate ROI in Retail? A Real-World ExampleThe following simple real-world example will supply the data necessary to explain the analytical concepts discussed above.Suppose the management of the apparel chain mentioned above is trying to decide between installing EAS or video surveillance in a high-shortage store. The choice is between a simple EAS pedestal system with plastic tags and detachers versus an array of video domes interconnected to a monitor/switcher/recorder…nothing fancy. Suppose that the chain already used both countermeasures, and EAS has been proven to reduce inventory shortage by 50 percent and video by 35 percent. Assume, as we did above, that the store’s shortage is 5 percent of sales, and annual sales will be $1 million per year for each of the five years. The COGS for the protected items is 55 percent. The various costs have been identified and quantified in the chart:Shortage Reduction Benefit Calculation. In the EAS example, management expects shortage to decrease by 50 percent from 5.0 to 2.5 percent of sales and remain at the reduced level for the five-year time horizon of the project. The annual sales for the store is $1 million and the COGS for the protected items is 55 percent, so the annual ROI benefit from the estimated reduction in shortage is $13,750 per year.In the video surveillance example, management expects shortage to decrease by 35 percent from 5.0 to 3.25 percent of sales and remain at the reduced level for the five-year time horizon of the project. The annual sales and COGS are the same, so the annual ROI benefit from the estimated reduction in shortage is $9,625 per year.Choosing the Most Profitable Investment. Let’s calculate NPV and IRR for the competing technologies in our real-world example to answer the CFO’s questions from the opening paragraph:Will either countermeasure be profitable?Which one is more profitable?How long will it take to recover the investment?EAS—The annual benefit (at cost) from shortage reduction using the EAS technology is $13,750. From that we must account for all of the costs, beginning with the initial investment in EAS system, tags, and detachers, a total of $9,200. One-time preparation costs are $1,250. Both of these items must be depreciated. Annual costs include tagging and tag removal labor ($4,800) and tag replacement ($100). In years two through five there is an additional expense of $200 for maintenance. In addition, the impact of taxes (39%) and the cost of capital (8%) must be included. The results of these calculations are:Video Surveillance—The annual benefit (at cost) from shortage reduction using video technology is $9,625. From that we must account for all of the costs, beginning with the initial investment of $3,000 in the video domes, monitors, switchers, and recording device. One-time preparation costs are $1,010. Both of these items must be depreciated. Annual costs include system management labor ($6,000). In years two through five there is an additional expense of $100 for maintenance. In addition, the impact of taxes (39%) and the cost of capital (8%) must be included. The results of these calculations are:The Verdict Is EAS. Both countermeasures are profitable because the NPV calculations are greater than zero. The IRR calculations suggest that both generate a significant return over and above the 8 percent cost of capital used as the discount rate. Note, however, that the NPV for EAS ($15,400) is almost triple that of video ($5,900), and the IRR for EAS (65.08%) is almost 10 percentage points higher than that of video (55.12%).Based on these metrics, EAS is the countermeasure of choice. There are a couple of reasons. First, the assumed shortage reduction for EAS (50%) exceeded that of video (35%). Second, the annual costs for video in years two through five are higher.This article was originally published in 2010 and was updated February 19, 2018. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
The Rise and Rise of Mobile Payment Technology dan rowinski Why IoT Apps are Eating Device Interfaces Yet, recall this report from research firm Nielsen a couple of weeks ago. Of all Android apps that users download, only the top 50 or so make up the vast majority (61%) of use. So, while inventory for all mobile applications has risen exponentially, only the real top-tier of apps are worth it to advertisers. Though we do not have specific numbers for iOS app usage, it is probably comparable to Android use. Flurry paints a pretty picture. On one hand, they are not wrong. Mobile display ads are definitely an attractive option for advertisers and developers looking to make money on their content. Yet, as a market, there is not yet full inundation that will support the entire ecosystem. It still comes down to making a product that consumers will actually use. Total inventory is interesting, but advertisers go where the eyeballs actually are. Related Posts What it Takes to Build a Highly Secure FinTech … Mobie analytics company Flurry released research today that shows that the available inventory for mobile advertising could absorb all Internet advertising. That means that available display ad spots for iOS and Android could take over just about all revenue for Internet advertising.Now, while mobile growth has been staggering over the last two years, there are several aspects to keep in mind here that Flurry does not touch on. Foremost, Flurry is taking into account the total amount of inventory available for the more than 600,000 apps available between Android and iOS. That does not necessarily mean that most apps make attractive targets for advertisers.Flurry sees four reasons why mobile advertising inventory is growing so fast:Smartphone growth – More than a million activations across platforms per day.Publisher growth – More developers, more apps.Session use growth – Users spending more time using their apps.Publisher integration of ads – More screen space, more complex apps make for more advertising potential.Yesterday research firm comScore came out with smartphone user numbers for July that showed nearly 82.2 million Americans, or about a third of all U.S. consumers, are now smartphone users. That number is rapidly approaching the magical inflection point of 50% smartphone market penetration that signals the difference between a mainstream fad and an integral part of the consumer experience.Flurry paints a pretty picture. On one hand, they are not wrong. Yet, as a market, there is not yet full inundation that will support the entire ecosystem.Hence, apps and their inventories have grown exponentially as well. Yet, as we have seen from other reports, even though users may download a lot of apps, they do not always use a lot of apps.Flurry also notes that smartphone users have a higher average income and tend to hold more bachelor degrees (or higher) than the average American household. With mobile advertising expected to be a $1.1 billion market this year, certainly mobile ads are attractive to advertising firms. “For mobile apps, less than four years into their growth cycle, a critical mass of highly attractive consumers has been achieved,” Flurry says in its report. “With growing awareness by brands and advertising agencies, we now expect digital advertising on mobile to take off in earnest.” Tags:#marketing#mobile#Mobile Ads#news Role of Mobile App Analytics In-App Engagement