Rockets drill eight 3-pointers in home winBy Paul LeckerSports ReporterSPENCER — Spencer made eight 3-pointers was 14 of 21 from the free throw line on its way to a 58-44 victory over Gilman in a Cloverbelt Conference East Division girls basketball game Thursday night at Spencer High School.The Rockets led 37-16 at halftime and held on for the win. Spencer is now 9-7 overall and 8-5 in the Cloverbelt East. Gilman falls to 4-12 and 3-10 in the conference.Sydney Kind hit five 3-pointers and scored 25 points for Spencer. Lexi Baehr added 14 points, and Macie Weber had 10 for the Rockets.Cooper Sherfield had 17 points for the Pirates.Spencer hosts Pittsville in a nonconference game on Monday.(Hub City Times Sports Reporter Paul Lecker is also the publisher of MarshfieldAreaSports.com.)Rockets 58, Pirates 44Gilman 16 28 – 44Spencer 37 21 – 58GILMAN (44): Sherfield 7-11 3-5 17, Skabroud 3-5 0-0 8, Schoene 1-8 5-6 7, Hendricks 2-8 0-2 5, Chause 1-3 1-2 3, Birkenholz 1-3 0-0 2, Burton 1-2 0-0 2, Monson 0-0 0-0 0, Elwood 0-2 0-0 0, Wisocky 0-1 0-0 0, Not Reported 1-4 0-0 2. FG: 17-47. FT: 9-15. 3-pointers: 3-10 (Skabroud 2-2, Hendricks 1-4, Birkenholz 0-1, Burton 0-1, Elwood 0-1, Not Reported 0-1). Rebounds: 44. Fouls: 16. Fouled out: Birkenholz. Record: 4-12, 3-10 Cloverbelt East.SPENCER (58): Sydney Kind 9-22 2-2 25, Lexi Baehr 2-8 9-13 14, Macie Weber 4-9 2-2 10, Courtney Buss 1-2 0-0 3, Liz Endreas 1-4 0-0 2, Nadia King 0-3 1-4 1, Katie Fleischmann 0-1 0-0 0, Kallie Reckner 0-4 0-0 0, Not Reported 1-4 0-0 3. FG: 18-57. FT: 14-21. 3-pointers: 8-19 (Kind 5-11, Buss 1-1, Baehr 1-4, Not Reported 1-3). Rebounds: 32. Fouls: 12. Fouled out: none. Record: 9-7, 8-5 Cloverbelt East.
When Jen Richard was tasked with building a case for DVR camera system installations in Canadian retailer West 49 stores in 2010, she took the challenge and rallied the stores. This article illustrates how Richard was able to prove the ROI and tremendous benefits of the technology to senior management.When I first joined West 49, I was tasked with building a resource protection (RP) department from the ground up right out of the gate. In the first year, I started pulling together an RP team that would provide support to the stores and established the core department functions.Among the many issues that needed attention, following were some of the key initiatives we started with:- Sponsor – • Development of an RP reporting deck with our IT department • Launch of a whistleblower-type hotline in collaboration with human resources, • Update of the company policy-and-procedure manual, • Establishment of basic prevention training to be incorporated into the new-hire induction program, • Launch of a store audit and target store program for high-risk locations, and • Building a case for DVR camera system installations in stores across the country. While all of these initiatives were important, deployment of DVR camera systems was one of the most important and is the primary focus of this article.Establishing ROIIn the first year I was given capital to deploy five DVR camera system installations. This doesn’t sound like much, but it was my opportunity to show our company’s senior management the tremendous benefits of this technology.After the first year, leveraging the system for conducting internal investigations, having the public-view monitors as a shoplifting deterrent, and showing how dramatically the shrink results had improved got me a few more installations approved for the second year. Another successful year proved the return on investment (ROI), and it was at this point that I gained full buy-in from top executives, which meant DVR camera systems were incorporated as a “standard” in the construction model for every future new store, relocation, and renovation. This was a big win, and I was able to get continued funding for DVR deployment in the high-risk, target store locations.We rallied the stores to wage war against their shrink. We gave them a specific store strategy each year, and it worked. In 2010, we achieved the lowest shrink result in over seven years—36 percent lower than the reported average for the men’s and women’s apparel segments.Adding AnalyticsBetween 2009 and 2010, the company upgraded the merchandising and POS system to JDA software. This change triggered a shift in our organization because JDA immediately enhanced our data visibility and allowed us to optimize our business processes. The merchandise and planning side of our business was able to manage inventory more effectively and run more effective promotions. It was like the light was switched on for a lot of people, and we experienced a culture shift where information in real time became king. JDA created an opportunity for cross-functional teams to work together, and the value in that is truly appreciated. We have been working together to maximize every opportunity.Interdepartmental collaboration is key. You must build a business case that demonstrates ROI beyond the LP benefits. Any time technology spending can be leveraged for multiple areas of the business, it gets attention and support. My best tip for anyone trying to achieve buy-in for the technology you wish to implement is to provide an overview of the key business benefits to a wider audience. Provide operations, marketing and advertising, IT, and merchandise planning executives with specific examples that clearly demonstrate how the system can be used to impact sales, gross margin, and operational controls. Having the kind of headspace the new POS system provided meant the timing was right for our company to leverage video analytics. I knew that DVR camera systems went way beyond the benefits for theft prevention and investigation; that the system could provide valuable business insights to our organization. The goal became to update our DVR camera systems to include video analytics with the help of vendor-partner i3 International.When Bill Prentice from Checkpoint and Vy Hoang and Brent Humphrey from i3 International joined me to introduce the capabilities of DVR analytics to these other areas of the business, we didn’t talk about the LP benefits. Instead, LP was more like a footnote in that conversation. We discussed the sorts of information that these other business areas would be most interested in.Targeting the benefits of this system for multiple departments helps get the buy-in from executives, and also helps elevate the perception of LP within the organization by showing that LP is a business operations group that gives information that provides valuable insight into the business and helps make the company more profitable. By 2011, 37 of our 134 stores had DVR camera systems, 20 of which were i3 systems.Key Business Benefits of Video AnalyticsThere are a number of important benefits that can be derived throughout the organization from implementing DVR camera system analytics. Following are some of the highlights by business area.Store Operations. The traffic-conversion aspect of DVR analytics was our initial focus because it is the quickest win; it is easy to support operations with the implementation and a clear ROI will be simple to calculate.In the long term and with POS integration, we had the opportunity to leverage the DVR camera system analytics as a multi-dimensional retail tool (MDRT). I borrowed this term from my colleague and friend, Andrew Buchanan at Mark’s Work Wearhouse. It’s been a great way to convey DVR benefits to all of the department silos within our retail team.People Counting. Store operations could leverage people count aspect of video analytics for traffic-conversion data. The data helped to identify, confirm, and improve what we know about proper sales floor coverage and employee productivity. A new metric could be added to our arsenal of sales KPIs thanks to this tool, which enabled the store operations team to drive sales and maximize their payroll budgets.In the past, we knew sales for each store, but we had no idea how many customers came in and did not make a purchase. With traffic conversion, we can challenge store performance levels and make necessary changes to improve sales-conversion percentages.One of the primary benefits of the analytics software is that it is smart enough to know the difference between harmless motion, such as a poster swaying, and threatening motions, such as a person approaching a secure area. From a traffic-counting standpoint, it distinguishes the direction of human movement, which allows us to have a clean customer traffic count of those who entered our store, without falsely including the exit of the customer to our count, which can happen with traditional beam-sensor technology.We can also use video to demonstrate the service behavior that works versus the behavior that shows opportunity for improvement. For days where conversion is low, we can spot-check customer service and provide JPEG photos or video segments to demonstrate that• Service was great, but the product didn’t compel the customer to buy today, or • Service was not optimal and therefore impacted the customer’s shopping experience at our store.These real store examples make a huge impact on building associate training, customer awareness, and positive selling behaviors.Dwell Time. With the POS integration, operations could leverage human recognition aspect of video analytics to assess customer dwell time and sales conversion by department. For example, in our shoe department, if we confirmed the number of customers visiting that section, how long the customers linger, and compare that to our shoe sales at the register, then we could confirm if our conversion rate was good, or if adding better sales coverage in the department would help increase shoe department sales at the register.In another example, we could leverage dwell-time information to determine how long customers had to wait in line before they were cashed out.We could also tie the DVR traffic information into our updated time-and-attendance system. With the completion of the HR system update, we had the ability to layer traffic count into its scheduling function. The traffic conversion data helps to define the store schedule, even to the level of identifying which departments require a focused coverage based on the dwell-time information.Marketing and Advertising. In the short term, marketing and advertising could leverage people count aspect of video analytics to confirm if their campaigns resulted in a lift in foot traffic. Marketing and advertising want to confirm if there was a spike in traffic and/or sales after an advertisement is run to determine whether or not a particular marketing campaign pays off.They are also interested in using basic traffic conversions to determine if television, radio, or billboard campaigns had any impact on the volume of customer traffic to a specific region or during a specific time period. Today, they can only rely on sales data to confirm if their campaign was a success. However, sales results alone are not a true or complete measurement for their success. They may have successfully increased foot traffic to the location; however, there may not have been a significant sales lift because allocation levels were poor or customer service was poor.These factors are a concern to our business, but the lift in traffic to the store tells us that a marketing campaign was actually a success. In the long term and with POS integration to our DVR software, marketing and advertising could leverage human recognition aspect of video analytics to assess customer dwell time and sales conversion by department. This enabled them to confirm that their marketing campaign did impact customer traffic and flow to the area of promotional focus within the store and that the customers shopping in those areas converted to additional sales at the register.Merchandising and Planning. In the long term, planning and visual merchandising groups could leverage human recognition aspect of video analytics to see where customers are going in the store and how long they are staying in at fixtures, tables, and specific areas of the store. They can use dwell-time analytics to guide higher margin goods to the fixtures or areas of the store where customers spend the majority of their time.This benefit will take longer to coordinate and establish parameters for reporting so that decisions to remerchandise can be made quickly to impact sales. What may be the end result is a proven footprint of fixture placement for high-margin goods in our stores. This had a potential influence on the type of visual displays we created, could confirm if hanging or folding product is more effective in getting customers to linger longer, and could identify what is attracting them to the area. If we weren’t converting in certain areas, we could determine the reason why, such as price point, sizes, color options, customer service, or other issues.Resource Protection. In the short term, video analytics allowed us to identify and investigate issues quickly, which increased our recoveries and reduce ongoing loss. Another benefit is the ability to detect possible training deficiencies before the mistakes get out of hand. We could also use the missing-object capabilities of DVR analytics on our high-ticket items, such as watches, sunglasses, and headphones.In the long term and with POS integration to our DVR software, our resource protection organization could also leverage human recognition to set up specific areas for heat-mapping detection, which flags transactions where the customer is not present. We could also leverage POS text overlay to help identify issues with employee collusion, such as free-bagging, where more product is passed off to an accomplice than is rung through the register. This type of theft is a huge risk in our retail environment.Applying Traffic Counting AnalyticsThere are three key components in traffic intelligence:1. The number of customers who visit the store (TRAFFIC) 2. The number who buy (CONVERSION RATIO ) 3. The amount of money they spend (AVERAGE TRANSACTION VALUE).If looking for a total sales increase, one of these components must increase. We cannot change what we cannot measure, so leveraging traffic-count data means we can accurately measure what components increased and the size of the opportunity.Traffic counters and analytics alone do not increase sales. The information provided by DVR camera system analytics must drive strategic actions that result in increased sales. Our store operations group planned to take actions such as:• Incorporating the traffic-conversion data into the daily store sales reports to district managers, • Including the data into weekly store calls and executive summaries, • Tying traffic conversion KPIs into monthly management bonus program, and • Addressing poor conversion results and leveraging DVR camera system footage to identify performance issues at the specific time a dip in conversion occurred, such as observing employees tasking rather than approaching customers.In the one-store example above, 2 percent conversion lift means the potential top-line sales increase at this location is $250,826. That’s a potential 10.9 percent increase in sales. From a traffic-conversion standpoint, this works out to be approximately seven more customers serviced per day. To determine the net gain for this store location, we must take the gross profit increase to the bottom line and subtract the total incremental costs. The incremental costs would include:• Additional payroll due to sales increase, • Incentive payouts ($ for MAX payouts), • Cost of stock (% GM), and • Cost of DVR program for the location.When we started out with 37 of our stores, we estimated our potential net gain from this strategy to be $3.1 million in the first year of deployment. In a worse-case scenario, where we were only able to achieve a 1 percent lift in traffic conversion, it would still represent a $1.2 million net gain for our company.That’s an amazing prospect when you consider this value is coming from DVR camera system technology that is traditionally considered “loss prevention technology.” It totally changes the kind of value that loss prevention can bring to the entire organization. To me, it’s a no-brainer that this approach, with this technology, is a win-win.About West 49 Inc.West 49 Inc. is a Canadian multi-banner specialty retailer of apparel, footwear, accessories, and equipment related to skateboarding, snowboarding, and surfing, as well as the music industry. The company’s stores, which are primarily mall-based, carry a variety of high-performance, premium brand name, and private-label products that fulfill the lifestyle needs of identified target markets, primarily active tweens and teens.SIDEBAR: West 49 Resource Protection Department Core FunctionsTraining—Target store program; e-learning series on external theft, internal theft, and shrink management; WebEx-hosted employee training workshops; newsletters; recognition-rewards program; store audits; integrity shopping program.Investigation—Theft; refund fraud; discount abuse; misuse of petty cash; cash over or short; missing deposits; gift-card fraud; payroll fraud; sweethearting. Use of DVRs—Internal investigations; shoplifting and organized groups; video audit of bag check; fitting room control; customer service.Compliance—Store policy-and-procedure compliance; execution of store operational controls; ensuring legislative and legal compliance; privacy legislation; stewardship programs; PCI compliance.Store Services—Supporting stores with incidents that are reported; handling requests for RP systems and equipment; electronic article tagging systems; digital video recorders; fire inspections and prevention; alarm updates; keys; coordination of security requirements for new stores, relocations, and expansions. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Facebook is Becoming Less Personal and More Pro… dave copeland A Comprehensive Guide to a Content Audit The harder Facebook tries to explain its data-use policy, the more questions it leaves unanswered. Erin Egan, the social networking behemoth’s chief privacy officer, did it again during a 30-minute video conference on May 14. Here’s what she did and didn’t say – and a summary of outstanding concerns about how Facebook can and can’t take advantage of user data.Egan’s session was window dressing on the announcement made on the company’s blog last week. While the exec answered the general questions read to her by Andrew Noyes, Facebook’s public policy communications manager, most of her answers reiterated points covered in last week’s announcement. Even as more pointed queries piled up in the comments section beneath the streaming video, Noyes shifted the session at the 21-minute mark to answering questions not related to privacy. We kept a running list of all the questions Egan didn’t get to, and we’ve asked Facebook to provide answers. We’ll update if and when the company illuminates the following questions, which were posted on Facebook’s site during the video Q&A session:“Will Facebook ever consider implementing a way that a user can globally determine the level of information they would be willing to share with advertisers instead of the per-app method as it is today?”“Will Facebook be using the data it collects to target ads on 3rd party sites?”“Also, will it be licensing out this data to 3rd party networks and tech providers?”“And also, will Facebook amend its data policies that will prevent an app-owner from using data accrued through Facebook after a user has uninstalled that app?”“The revisions mention that Facebook ‘scans’ photos and tags for facial information. Even if I disable Tag Suggestions, can I request that Facebook delete the facial data you already have on me?”“Someone from my Friends list copied a personal timeline photo of my child. I don’t know her friends. How might I control use of my timeline photos?”“How does [Friday’s initial public stock offering] change…my personal privacy controls as a FB user?”“Placing an ad blocker disrupts how the apps in Facebook work. Why is this a problem now (within the last month or so) and was not a problem before?”We’ve also asked once again for clarification on a question we initially asked over the weekend about a policy that seemingly allows Facebook users to vote down policies they don’t like.Throughout the talk, Egan insisted that last week’s updates, including a sleek new landing page that Facebook calls its policy hub, aimed to clarify the policies. She was careful to stress that there had been no policy changes and that last week’s move was a response to a request from the Irish Data Protection Commission to better explain existing practices and highlight recent changes.“Our goal here is to be really transparent with you about our practices,” Egan said. The Dos and Don’ts of Brand Awareness Videos Related Posts Tags:#Facebook#web Guide to Performing Bulk Email Verification
The California Legislature failed to pass a bill aimed to help taxpayers get around the federal cap on state and local tax (SALT) deductions. The bill would have allowed personal income tax credits for contributions to the California Excellence Fund.S.B. 227, failed to pass California Legislature on August 31, 2018Login to read more tax news on CCH® AnswerConnect or CCH® Intelliconnect®.Not a subscriber? Sign up for a free trial or contact us for a representative.
MS Dhoni has come under fire after losing the ODI series to Bangladesh, but team-mate Suresh Raina has come in support of his skipper and said that one series loss doesn’t make him a bad captain.Dhoni’s captaincy came under lot of scrutiny after India lost the first two one-dayers but denied Bangladesh a whitewash by winning the third ODI by 77 runs on Wednesday.”You can’t disrespect Dhoni and one series loss won’t make him a bad captain. He is mentally very strong, plays with a positive mind and knows his game,” Raina said during the post-match press conference.”He is a good man, a good human being and a great captain,” Raina added.Dhoni’s knock of 69 played a crucial role of building the platform for India to put up 317 on the board.”Dhoni’s knock has given the team confidence as he took the responsibility and set the tone for us,” Raina said.There have been reports of a rift in the dressing room involving Dhoni, but Raina dismissed all this rumours.”Dhoni is very comfortable in the team. He is leading well and is very happy. Moreover, he needs to be credited for the way he has handled the team over the last season,” Raina said.
Time, like many of its Time Inc. sister brands, has a substantial presence on social media, touting itself as the number one news brand on Google+, with more than 1.1 million followers, and the number 3 news brand on Twitter, with more than 3.6 million followers. The brand has upwards of 35,000 Foursquare followers, 537,000 Facebook fans and is active on Tumblr, Pinterest, Instagram, YouTube and a newer platform, Stamped, where it shares movie reviews.But these on-air hangouts are very different from what the other networks are offering—at least for now, says Cathy Sharik, managing editor of Time.com, who adds that testing out what’s new and exciting is an important part of Time’s larger social media strategy. “It was a trial,” Sharick tells Folio:. “There are definitely some things we would do differently next time, but it was a big success in that we got these cover subjects to come to life and were able to bring people together from New York City, DC and across the country. We would have never been able to do that otherwise.”A lesson learned, according to Sharick, is to start early in reaching out to followers and figuring out which cover stories might work best.Going forward, Sharick says, Time is considering additional On Air hangouts for its election and Olympics coverage, as well as its list franchises. Time hosted a non-On Air hangout in December 2011 on violence and video games.While Pinterest has been dominated—at least in the U.S.—by women, Google+ has been known for attracting more male than female users, especially from the tech field, but Sharick says that as the network grows, the demographics are changing, drawing more people with specific interests.More on this topic A Case Study in Google+: National Geographic Catherine Sharick Glamour Uses Google+ to Offer Integrated Ad Buys, Custom Content Time.com Relaunches With Responsive Design Make Magazine Launches Interactive Google Partnership Time.com Taps Daily Beast Vet as Managing EditorJust In Shanker Out, Litterick In as CEO of EnsembleIQ Bonnier Corp. Terminates Editor-in-Chief for Ethics Breach Meredith Corp. Makes Digital-Side Promotions | People on the Move The Atlantic Names New Global Marketing Head | People on the Move TIME Names New Sales, Marketing Leads | People on the Move Editor & Publisher Magazine Sold to Digital Media ConsultantPowered by Last week, Time magazine hosted its first Google+ “Hangout On Air,”a video chat that is streamed live to the public and shared via Google+, YouTube and Time.com. Hangouts On Air are an offshoot of Google+’s standard Hangouts and allow brands to broadcast their group chats live. The New York Times, CBS This Morningand Conan O’Brien are among the other media brands who have tested the service, which became available to all users in May after a beta launch in 2011.Time associate social media editor Amy Lombard hosted the hangout, which ran for about 23 minutes, along with Jose Antonio Vargas, writer of Time’s most recent cover story, “We Are Americans-Just Not Legally.” Four of the article’s self-described “undocumented American” subjects also joined in.Prior to the event, Time reached out to its followers on Twitter, Facebook and other social media platforms to solicit questions for the speakers and drive viewership, using the hashtags #askTIME and #WeAreAmericans.
New Delhi, November 1 (ANI): Trading at the Bombay Stock Exchange today closed 13.83 points up to stand at 21,178.35. At the National Stock Exchange the Nifty closed 8.05 points up to stand at 6,307.20. Indian Bank and HDIL were among the top gainers of Group A with an increase of 10.44% and 10.21% along with Apollo Tyres and Union Bank with an increase of 8.58% and 8.30% respectively, while the top losers of Group A include Glenmark Pharma and United Breweries Ltd with a decrease of 4.02% and 3.91% along with Sobha Dev and Power Grid Corporation with a decrease of 3.69% and 3.11% at the close of the markets. The Auto sector is up 146.01 points at 12,220.9 while the banking sector is up 164.4 points at 13,251.33 and the realty sector is up 34.22 points at 1,377.69. The Indian currency is down 0.62% at Rs 61.88 per dollar.
US citizen held with drone at Dhaka airportCustoms Intelligence and Investigation Directorate (CIID) officials arrested an American national with a powerful drone at Hazrat Shahjalal International Airport on early Tuesday, reports UNB.The arrestee was identified as Mark Rumam Kutrobsira, 22.Tipped off, the CIID officials arrested Mark Rumam while he was waiting at the boarding lounge of the airport for going to America by a flight of China Southern Airlines, Moinul Islam Khan, director general of CIID.He came to Bangladesh with the drone of DJI brand by an Emirate Airways flight on 26 January last without any valid document or pre-declaration.During a primary interrogation, Mark Rumam said he used this drone to capture photos and videos in different places in the country.