The Ministry of Youth and Sports Lenn Eugene Nagbe has added its voice to local football experts and fans, expressing optimism over the weekend that the national team has a great chance to advance over the 2018 World Cup playoff-off, although it’s a fact that the tougher game lies ahead against Cote d’Ivoire.Minister Nagbe said the nightmare of the country in 2002 has ended, and he is positive with the caliber of players under Coach James Debbah.He said the 1-0 win over Tunisia is the caveat and that the game has restored confidence and passion like the days of George Weah X1.The Alpha Oldtimers’ striker stated in an interview that Lone Star’s win over Tunisia has brought the country back to win and predicted that Liberia would definitely defeat Guinea Bissau at home and away to meet Ivory Coast, that he said Lone Star would also crush.Technically, according to the FIFA/Coca-Cola Men’s ranking, Guinea Bissau is 142, but its position in FIFA World Rankings is 165, while Liberia is at 160 and its position is 114, meaning Liberia has an edge.In the FIFA fixtures for the two-leg tie, the games are scheduled between between 5 – 13 October. The Secretary General of the Liberia Football Association, Alphonso Armah said Liberia would host Guinea Bissau on Thursday, 8 October at the Antoinette Tubman Stadium and the return leg on Tuesday, October 13.So given the current position of Cote D’Ivoire, 21st position and 34 points, Minister Nagbe and other Liberians are still confident that Lone Star can whip the Elephants to form part of the 20 winners from the second round to qualify for the third round – comprising five groups of four. The winners of each group qualify for the World Cup.The need for “wins” to replenish the belief of “ending the qualifying drought” is something many Liberians are hopeful, considering Tunisia (33rd position and 36 points) that was outclassed with a country of 160th position with154 points, can be possible for other countries in spite of any ranks.In order to make certain of the prediction, Minister Nagbe has disclosed that a “fruitful meeting” was held with the Minister of Finance and Development Planning, Amara Konneh, about taking care of Liberia’s remaining international games.“We are 100% positive that we will win the remaining four games in this year, including Guinea Bissau and Ivory Coast – and by that we would qualify for the World Cup group stage,” Minister. Nagbe said.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)
Listen back as Paul and Andy bring you the best bits from Wednesday’s Hawksbee and Jacobs show.Today’s show features Surrey Cricket captain Gareth Batty, Spanish football expert Guillem Balague and Crystal Palace fan and comedian Kevin Day. Listen above or click here to download the podcast from iTunes.
Scarves and messages were left for the Lisbon Lion Former Rangers players John Greig and Sir Alex Ferguson were there along with a number of players who played under McNeill, the likes of Murdo MacLeod, Frank McAvennie, Tommy Coyne and Frank McGarvey, while current Celtic boss Neil Lennon and his first-team squad arrived at the church.Archbishop Philip Tartaglia offered sympathies to McNeill’s wife, Liz, and their five children and eight grandchildren, some of whom carried the coffin into church along with Lisbon Lions right-back Craig.The archbishop described McNeill as a ‘captain of a team of legends’ and added: “As a 16-year-old boy, I watched with overflowing joy as Billy and his Lions lifted the European Cup. Never for a moment did I imagine that I would be conducting his funeral mass. I assure Liz and her family that it is a great honour for me to do so.“Everyone remembers Billy holding up the European Cup in Lisbon. What a sight that was. His already imperious presence and stature was magnified by the achievement, by the accolade and by the context. “Billy McNeill, the boy from Bellshill, Liz’s darling husband and father of their children, became public property. Beloved of the Celtic family, he was greatly appreciated also by the general Scottish public and by so many people across the world because he was the superb captain of the famous Lisbon Lions.”Martyn McNeill described his parents as the “original Posh and Becks”, referencing his mother’s role as a dancer on television.But he added: “We are not here to mourn the passing of a legend. We are here to say thank you for having so much more.”MacPherson, a friend and long-time co-commentator of McNeill’s, recalled interviewing the former Aberdeen, Manchester City and Aston Villa boss at his home and being surprised to have to wait for him to find his football medals for a shot. Supporters had gathered to say a final farewell, many throwing scarves and flowers and singing songs in tribute to a man who won 31 trophies as a player and manager of Celtic.There were songs and tears at Parkhead as fans paid tribute during a particularly sad time for the club. McNeill’s death last week was soon followed by that of fellow Lisbon Lion Stevie Chalmers, the man who netted the winning goal in the final against Inter Milan in 1967. Both had been suffering from dementia.The Archbishop of Glasgow paid a heartfelt eulogy to one of his personal heroes and McNeill’s son, Martyn, and broadcaster Archie MacPherson also delivered tributes at St Aloysius Church in Rose Street.The surviving Lisbon Lions – Bertie Auld, Jim Craig, Bobby Lennox, John Clark and Australia-based Willie Wallace – were among the mourners along with other team-mates such as Sir Kenny Dalglish and former Celtic managers Martin O’Neill, Gordon Strachan and Brendan Rodgers. 4 4 4 4 Thousands of supporters lined the streets of Glasgow to pay their final respects The funeral cortege makes its way down Celtic Way past McNeill’s statue It was an emotional day for one of Celtic’s favourite sons Thousands of people turned out in Glasgow along with major figures of Scottish football to pay their final respects to Billy McNeill.Crowds lined the streets for Celtic’s European Cup-winning captain as the funeral procession made its way from a city-centre church, past a packed George Square through the east end to Celtic Park. He added: “They were with the ladies I can see right here down the front when they were wee lassies. The medals, including that European one, they were using as currency to play shops with their next-door neighbours. I had visions of the European medal being exchanged for a couple of chocolate biscuits.“It proved they were an ordinary family not carried away with the glory of their father and his reputation.“So Liz, finally I would say to you, keep that tradition going. Let your grandchildren bring out the medals, and their grandchildren and then their grandchildren. Let them play with them, let them feel them, so that history isn’t shoved away in a wee cabinet.“And if they do they will feel the reverberations of that famous day, when a Bellshill boy lifted the European Cup.”
LATEST EFL NEWS Getty Images 2 Cardiff and Preston play out stalemate in Championship early kick-off Strugglers Wigan hold Blackburn to goalless draw in Championship Getty stalemate Luton vs Middlesbrough: How to listenThe Championship clash will take place at Kenilworth Road at 7:45pm on Friday, August 2.Full commentary with Sam Matterface, Nigel Adderley and David Connolly will be live on talkSPORT, with our coverage getting under way at 7pm.To tune into all the build-up and commentary, just click here for the live stream or click the radio player below.Luton vs Middlesbrough: What has been said?“It’s a fantastic, traditional, club,” manager Graeme Jones, who left the Belgium set up to take over at Luton, said.“They are realistic but ambitious. There’s the probability of moving into a new stadium. No-one has ever got Luton promoted to the Premier League. That’s the challenge. And it’s one I like.”Boyhood Boro fan, Jonathan Woodgate, is in his first managerial position, having taken over from Tony Pulis earlier in the summer.“He gave me this platform to evolve and to make a name for myself and it really helped me along the way,” he said.“I couldn’t do this job without his help and the grounding of what he gave me,” adding he’d like to make players feel the way Sir Bobby Robson, his manager at Newcastle, did.“It’s my job to make my players feel like they can go out there and play and run the extra yard for me. Will they do that for me? Will they run through a brick wall for me? I’ll be trying to get them to do that.” The Hatters won League One last season to gain promotion, while Boro just missed out on the play-off places.Now they are set to go head-to-head in the opening fixture of the 2019/20 EFL season.At Kenilworth Road, the last league meeting between the two sides ended in a 5-1 victory for the Hatters in October 1994 under manager David Pleat, while Luton last started a league season at Kenilworth Road in the 2017/18 season, thrashing Yeovil 8-2.In doing so, they became the first team to score eight goals in an opening day Football League match since Wolves in August 1962.Luton vs Middlesbrough: Confirmed TeamsLuton: Sluga, Cranie, Bradley, Pearson, Potts, Tunnicliffe, Shinnie, Mpanzu, Lee, McManaman, Collins.Subs: Galloway, Butterfield, Berry, Cornick, Moncur, Jones, Shea.Middlesbrough: Randolph, Howson, Ayala, Shotton, Coulson, Wing, Clayton, McNair, Fletcher, Assombalonga, Johnson.Subs: Tavernier, Browne, Gestede, Saville, Wood-Gordon, Bola, Pears. Bannan penalty helps Sheffield Wednesday strengthen grip on play-off place Macclesfield set for further EFL sanctions after Plymouth match is called off ‘close’ The football season is back at long last and Luton take on Middlesbrough to kick off the new EFL campaign.talkSPORT has more games than ever before this season and will be starting things off with the Championship clash at Luton. CONFUSION Leeds lose at Fulham, West Brom held, Charlton’s winless run continues ROUND-UP GREAT NEWS EFL result Orient chief gives update on manager search after ‘unfortunate’ Fletcher sacking Hull defender MacDonald given all-clear after battle with bowel cancer 2 goalless Luton won League One and start life in the Championship live on talkSPORT Jonathan Woodgate’s Middlesbrough take on Luton tonight
3Benbulben FCvCorrib Celtic B 12.30pmE. Cleary St Johns FCvAughanagh CelticT. Oates T P Brennan Connacht Cup 3rd Round Sunday 21st January 2018 KO 2pm MCR FCvCoolaney UtdC. Gunning Manor RangersvBallygawley CelticP. McLoughlin Sligo Southern Hotel Super League K O 11am 1Real TubbervAthenry FC BS. McGarry Carbury FCvCalry BohsP. Harte Ballymote CelticvStrand CelticP. Kilcoyne Chaffpool UtdvMerville UtdS. Fallon All Cup & Shield Games decided on the day if still a draw after 90 minutes plus one period of extra time (10 minutes E/W) FIFA Rules on Penalty’s to apply. Any Club / Team forfeiting a fixture will be removed from the competition and disciplinary action will follow. Fixtures Sunday 21st January 2018 Connacht Shield 2nd Round Fixtures Sunday 21st January 2018 KO 2pm 14Ballisodare UtdvBallyheaneO. McLoughlin Cliffoney CelticvGlenview StarsJ. Griffin Cartron UtdvDromore VillaJ. Barry © Colin Gillen/Framelight.ieSligo Leitrim DSL Sligo Pallets Premier League KO 11am
9 November 2007The recent acquisition by China’s largest bank of 20% of South Africa’s Standard Bank is a watershed event in the growing relationship between China and the development of the African continent.The symbolism is overwhelming.China is an emerging global power and the sheer scale of its economy is already beginning to dwarf anything that has come before it.The Industrial and Commercial Bank of China (ICBC), which made the move on Standard Bank, recently overtook Citigroup as the world’s largest bank, with a market capitalisation of US$254-billion (R1.4-trillion).Its $5.5-billion (R36.7-billion) stake in Standard Bank, the bank with the largest presence in Africa, is the largest ever inward investment in South Africa, as well as the biggest Chinese financial acquisition ever.It further consolidates the uniquely strategic relationship between China and South Africa, its major partner on the African continent, and marks the moment at which South Africa can look to the new “BRIC” global economic powers – Brazil, Russia, India and China – as the source of foreign direct investment which has fallen short of expectations in the case of traditional trading partners Britain, France, the United States and Japan.China moves on AfricaChina has in the past decade or so become the fastest growing investor in African infrastructure, one of the major source of soft loans to African states, one of the largest consumers of African oil and steel and the largest exporter of cheap manufactured goods to the continent.Bilateral trade between China and African nations has increased a staggering tenfold to $55.5-billion (R350-billion) in less than a decade. In the six years from 2000 to 2006, China pumped $6.6-billion (R43-billion) in foreign direct investment into Africa.China’s state financial institutions – such as the Chinese Export-Import Bank – are advancing soft loans for developing African infrastructure, which run into $25-billion (R152-billion) over the next three years or so in four countries alone: Nigeria, Angola, Ethiopia and the Democratic Republic of Congo (DRC).China’s strategic approach in building a long-term relationship with Africa to serve its own economic interests has opened up opportunities for African countries which were unthinkable even a decade ago.The Chinese approach of doing business without preconditions based on human rights and good governance has presented the continent’s traditional trading partners – and multilateral bodies such as the World Bank – with a major challenge.Beyond aid and debt reliefThe stark reality is that Western aid to Africa has not worked. It is estimated that since 1960 more than $655-billion in Western aid has been pumped into Africa, with little to show for it.That is six times more than the $111-billion (at today’s prices) invested by the United States in the Marshall Plan for the reconstruction of Europe after World War II, according to Richard Dowden, director of the Royal Africa Society.It is only in the past five years or so that the G8 and the European Union have started to recast the relationship with Africa in terms of a partnership in which aid could be jointly monitored and managed and sustainable joint ventures could come into being.The call for a Marshall Plan for African development – which has been made at various times by Nobel peace laureate Archbishop Desmond Tutu and British Prime Minister Gordon Brown during his term as Chancellor of the Exchequer – is an analogy which can only be taken so far.Clearly, what Africa needs, more than aid and debt relief – although it needs these interventions too – is trade and investment, and partnerships which will ensure a transfer of skills and technology that will enable Africans increasingly to become the architects of their own renaissance.African interventionsIn that sense, there has been much progress through the interventions of South Africa President Thabo Mbeki and other African leaders is setting new standards of political and economic governance through the reformation of the African Union, and the creation of the New Partnership for Africa’s Development (Nepad) and the African Peer Review Mechanism (APRM).Mbeki has also been at the forefront of positioning Africa – which has contributed least to climate change but stands to suffer most from its impact – as a potentially key broker in the quest for a global deal on climate change.Then there are the interventions of homegrown African role models such as Mohammed Ibrahim, the former chair of Celtel, who set up a foundation to encourage African leaders to leave a legacy of development for their people and to monitor governance throughout the continent.Former Mozambican President Joaquim Chissano recently became the first recipient of the Mo Ibrahim Foundation’s $5-million (R33-million) award for his wise leadership and contribution to development. Mozambique is growing impressively from a low base.Neighbouring Tanzania’s former president, Benjamin Mkapa, is Reuters chairman Niall FitzGerald’s co-chair as head of the Investment Climate Facility, which seeks to remove impediments to investment and streamline registration and customs clearance procedures.African success storiesAngola, mainly beyond the scrutiny of Western correspondents, is undergoing an extraordinary economic revival and is set to become a regional power in the years ahead.Botswana, long a role model of good governance and economic efficiency, was described recently by Barclays Chief John Varley, at a symposium at the CASS Business School attached to London’s City University, as “one of greatest undeclared miracles of growth and economic management”.Nigeria, which is projected to be one of the word’s 10 largest economies by 2020, is moving on a trajectory of growth and accountability, and countries like Ghana, Senegal, Tanzania, Mozambique and Zambia have become relative havens of peace and development.The advent of the mobile phone has given entrepreneurism a major boost throughout the continent, and the most pressing needs lie with infrastructure development – particularly in energy and transport – financial inclusion and access to capital, the revival of the continent’s universities, and a sound education and health infrastructure.Most pressing – and this is where the Western countries could deliver, but vested interests in the US and the EU prevent it – is the need for a levelling of the rules for global trade, in particular through scrapping agricultural subsidies.Seeing Africa in a different lightBut one can already begin to feel the difference in Africa. Investors are looking at Africa in a new light and increasingly seeing the need to have a foothold there, much as was the case with China 20 years ago. Banks talk excitedly about the opportunities, and venture capital is engaging increasingly in the once marginalised continent.“To be successful in Africa, business leaders must reject the image of a continent in constant crisis,” said FitzGerald, Britain’s most credible and passionate Afro-optimist. “Challenges remain but, in a continent of almost a billion people, so do huge opportunities. The potential dividends for businesses which are bold and forward-looking are huge.”China’s involvement in Africa is strategic and long-term. There are already signs of a shift in China’s terms for business in Darfur and Zimbabwe, and similar shifts are evident in China’s growing attention to intellectual property rights and anti-corruption measures.Western countries have long tended to dismiss China’s interest as inimical to human rights and sustainable development, but they might not be able to do so for much longer.“China is lining up its entrepreneurs behind a vision which is based on securing mineral supplies and building future markets,” said Fitzgerald. “This is very powerful and we ignore it at our peril.”The marriage of China’s largest bank and South Africa’s Standard Bank is the clearest sign yet that the global economic order is in the midst of fundamental change. Its centre of gravity is moving eastwards and southwards, and the trend is gaining momentum rapidly.As a strategic partner of China and closely allied to Brazil and India, South Africa is strategically placed to make the best of the new day that is coming … just around the bend.John Battersby is the UK country manager of the International Marketing Council of South Africa. He is based in London. This article was first published in South Africa magazine.
“It is wonderful that they are entering Nigeria in this way. It means that we can rely on their logistics support for our ever-growing business there.” SAinfo reporter MDS is a subsidiary of UAC of Nigeria and offers warehousing and distribution solutions through 50 distribution centres that link companies and customers in about 600 cities and villages in Nigeria. “MDS has a quality customer base with a strong new business pipeline,” Swanepoel said. “Through the transaction, Imperial has also secured a specialist management team which strengthens and complements the group’s existing skills set in the logistics business.” The deal will also Imperial to partner with food company Tiger Brands, which owns 49% of UAC Foods in Nigeria. “Imperial is a trusted logistics partner to Tiger Brands in South Africa,” said Tiger Brands CEO, Peter Matlare. 15 May 2013 South African logisitics company Imperial Group has gained a foothold in the Nigerian market through a US$26-million deal to acquire a 49% stake in logistics provider MDS, the Johannesburg Stock Exchange (JSE)-listed group announced on Monday. Imperial said the deal offered the company entry into the rapidly expanding Nigerian fast-moving consumer goods, telecommunications and pharmaceuticals sectors. “Our newest acquisition strengthens Imperial Logistics footprint in our continent and is consistent with our strategy of focusing on these consumer opportunities and following our customer base on the continent,” Imperial Logistics chief executive officer, Marius Swanepoel, said in a statement.
A Web Developer’s New Best Friend is the AI Wai… This Monday Digg will release the next version of the enormously popularcommunity news site digg.com. Mike Arringtonand I did aTalkCrunch podcast with Digg’s co-founder and Chief Architect KevinRose and CEO Jay Adelson, in which we discussed Digg’s evolution and what thenew product (which they refer to as “Version 3”) offers. Below are some sneak peakscreenshots, to whet your appetite for Monday’s big launch. Mike has aTechcrunch post up about it too.The main new feature is 5 new categories – they called them ‘containers’ inour podcast. In addition to Technology, the new categories are: Science, World& Business, Entertainment, Video, and Gaming. This expands Digg beyond merely beinga technology-focused site. However in the podcast Kevin and Jay told us that thecore audience will still be the Technology community – who they think willparticipate in the other 5 communities. But Digg hopes to expand its user basetoo, to include more mainstream people. However I get the sense that the coretech crowd will be crucial in gaining momentum for the 5 new containers –because without user participation, the new (sub)communities will languish. Asthe digg press release itself recognizes, the success of the new categoriesrelies on getting the network effects going:“As the community grows, the efficacy of the digg prioritizationprocess increases, giving a true snapshot of public opinion and the ability towatch news move up the digg hierarchy as it breaks.”Another new feature is that users can select and de-select topics. So for example ifyou’re not interested in the Celebrity topic in the Entertainment container, youcan easily filter that out. Also new is the application of the digg concept tovideos – which the press release says is “the first ever use of the diggmethodology in areas outside of news.” The friends section of digg has beenupgraded too – you can now be alerted to content that friends have “agreedon”, plus you can list people who have added you as a friend.Digg gets 8 Million Unique Monthly Visitors and has more than 300,000 activeregistered users, so this expansion outside of tech news will be seen as a wayto build on that large and heavily participative user base. The key will be ifthey can get the existing users to support the new categories, which will inturn help drive new – more mainstream – users onto the site. Obviously thisrepresents a challenge to Netscape’s new digg-like site, which right off the batwas aimed at less technically-inclined people. Should be interesting to watch!Digg logged outDigg logged inTopic selectedAdd and remove topicsMy friends listFriends agreed on Why Tech Companies Need Simpler Terms of Servic… 8 Best WordPress Hosting Solutions on the Market Related Posts Top Reasons to Go With Managed WordPress Hosting Tags:#New Media#web richard macmanus
EDITORS NOTE: Carol Martinson isvice president, asset protection group, forSUPERVALU, where she oversees retail lossprevention operations, operations safety, foodsafety and quality assurance, and corporatesecurity. Prior to joining SUPERVALU in 2005,Martinson was with Lund Food Holdings,where she designed and implemented a newrisk management function in the areas ofsecurity, theft, fraud, workers compensation,and liability. She also held a number ofsecurity positions with Target Corporation,including investigations, training, regionalasset protection teams, headquarters securityoperations, and security effectiveness designfor that companys supply chain. Prior tobeginning her career in retail, Martinson wasvice president of corporate security for FirstBank System in Minneapolis.EDITOR: What is SUPERVALUs size and scope?MARTINSON: SUPERVALU is a public company with both national retailand supply-chain divisions. The retail outlets have about 2,500 sites in 48states. When you add our supply-chain division, we provide groceries andrelated services to about 5,000 endpoints for grocery retailers across 49states.- Sponsor – SUPERVALU started its life as a wholesaler, but the Albertsonsacquisition, which closed in June 2006, has changed the mix of retailand wholesale. We are now a retail company with a largesupply-chain backbone to support both our corporate retail banners andour independent retailers. We have about 200,000 employees, both unionand non-union, across the companys retail and supply-chain operations.Our corporate headquarters is in the Minneapolis area. We also have alarge presence in Boise, Idaho.We have fifteen retail brands across the United States, with the majority holdingeither the number-one or number-two market share in their respectivemarkets. They range from Shaws and Star Market in New England toAlbertsons in Southern California [see About SUPERVALU sidebar].EDITOR: What is the breadth of your responsibility at SUPERVALU?MARTINSON: My official title is vice president of asset protection andthat includes the typical loss prevention and security issues as well assafety and food safetyEDITOR: I understand you began your career outside of retail. Tell usabout your background.MARTINSON: I spent the first twenty years of my career in banking. Istarted out as an internal auditor and then transferred into the securityfunction. Im a product of a very good affirmative-action program. In 1976,First Bank Minneapolis was looking for someone to become anassistant security officer. The security director at that time was aretired FBI agent. The bank also decided it needed to diversifymanagement within the security function because there were nowomen. Then it decided to choose someone who knew banking,which auditing teaches you, and teach the new person security,rather than choosing another law enforcement person andteaching him or her banking. Thats how I landed in that job.At the time, we had a 24-hour operation with uniformedarmed guards. Wed just opened our own central station withno operations, no proceduresnothing. We were startingfrom ground zero. I worked for First Bank Minneapolis until1984 when I went to work for First Bank System, the holdingcompany. Thats when we were going from single-unit bankingin the state of Minnesota to branch banking. We put togetheran operations group that put back-room operations under oneumbrella. We did that with the corporate security function.From 1984 to 1993, I put together First Bank Systems firstunified corporate security function, which included the two largeorganizations in Minneapolis and St. Paul who both had theirown security functions; very tradition-bound histories that wentback to the turn of the century. Minneapolis and St. Paul aretwo very different cities and putting together the two functionsthat had worked for decades separately was a challenge. Wealso did acquisitions in Colorado and Wisconsin. We built a newcentral station and got rid of three 24/7 centers. We had all thepieces you can have in a security function, including IT security,recovery, investigations, physical security, and central station. Ialso had the dubious distinction of being the security directorwhen the chairman was kidnapped, so I learned a lot aboutputting an executive protection function together.EDITOR: How did your transition to Target take place?MARTINSON: I was looking for a professional change. A friendtold me about a retailer in Minneapolis looking for someone todo investigations and training. I threw my hat in the ring witha recruiter and it ended up being King Rogers at Target. I wentto work for Target to deploy their investigations and trainingprogram uniformly across the company. Starting in 1997, I puttogether Targets first market investigations teams and firstnational organized retail crime team. I left Target in 2002 andwent to work for a locally-owned, family-owned grocery storecompany in Minneapolis as the risk management director.I joined SUPERVALU about eighteen months ago as its firstcorporate security director.EDITOR: You were vice president of security at the bank, buttransitioned to a director-level position. Most people would notmake that kind of change. What were the factors that led you tomake that decision?MARTINSON: The scope of the companies was different. FirstBank System was not as large as Target. So, although it was alower-level position at Target, the scope of the job was bigger.It was also the opportunity to start a new function. I like totake pieces and put them together. It was also a chance to learnanother industry. EDITOR: What was the transition from banking to retail likefor you?MARTINSON: Let me answer that with a story. During my firstweek at Target, Im walking around stores and back rooms. It wasincredibly eye opening to go from one industry to the other. Atthe end of the first week, King asked me, What do you think?I said, Im a bit in culture shock. In banks, we put the valuablesin a vault and lock the door at night. You guys let them sit onshelves. Your idea of a lock up, which is chicken-wire mesh andtwo by fours, is not my idea of a secure lock up. And why dontwe have cameras on the dock doors? He looked at me and said,Youre right, Carol. There are two holes in a Target storeone inthe front and one in the back. Weve concentrated everything onthe front because of the cash, but we havent concentrated on theback where the product comes and goes. The result of that wasTarget now has cameras on its dock doors. Im not the only reasonthat happened, but I certainly had some impact on it.If you truly want to be a loss prevention innovator, rememberthat you can bring things to one industry from another. Takeadvantage of your past experience. I looked at my first Targetstore through the eyes of a banker, which allowed me to seethings differently and ask questions. For example, banks putin cameras and leave them. They dont move them. Retailersmove cameras all over the place. Which is the right tactic to bestachieve your security strategy?If youre truly going to look at this as a career and aprofessionwhich I doI dont look at it as loss prevention forFirst Bank system or Target or SUPERVALU. I bring to the tablea professional base of experience and education that can beapplied anyplace. Crossing industries gives you a chance to learn,grow, and keep your horizons broader.EDITOR: What positive changes have you seen in the assetprotection profession over your years in banking, massmerchandising, and food retailing and wholesaling?MARTINSON: Asset protection has become a profession.When I started in banking, if you werent a retired FBI agent,you couldnt get a job at the top level. There is a point in timethat you need to be a business manager, whether its assetprotection or media relations or any other type of function. Theother big change is that people in loss prevention have trulybecome business partners in organizations. Those are the twobig changes.EDITOR: You mentioned affirmative action. Over the past fiveyears, weve interviewed dozens of loss prevention executives,but only two or three of those were women. In your opinion,how has the profession done at promoting women andminorities to the executive level?MARTINSON: Weve done a terrible job. Its a challenge for us.At Target, we had Women in Leadership seminars that workedat growing people from the base level up through the ranks.We had success as long as there was somebody supporting theprogram and as long as there were mentors and role models.Women and minorities need to recognize asset protectionas a career option. We need to get into college criminal justiceprograms to tell students there are other options to being apoliceman or probation officer. Students also need mentors androle models. Thats one of the things that people like me reallyneed to bementors and role modelsand work on it everyday so that people know that they can make it.EDITOR: At SUPERVALU, you are responsible for both the retailand supply-chain divisions. Is that evenly balanced in terms ofyour role of managing asset protection in both areas?MARTINSON: My role, when I came here, was to work acrossthe company. As weve gone through the Albertsons acquisition,weve looked at best practices from both companies that we canbring forward to create a best-in-class asset protection group thatspans corporate, retail, and supply chain.Our retail loss prevention managers within the store bannersare available to help with supply-chain issues in their geographicmarkets. We will make more formal assignments with those typesof things as we move forward. For example, if youre workingretail loss prevention in Chicago, then know that youre going tohelp with supply-chain loss prevention at the distribution centerin Melrose Park.EDITOR: Are there LP directors at SUPERVALUs variousbrand stores?MARTINSON: Yes. We have safety and food safety peoplein each division as well.EDITOR: Do they have a functional or direct reportingrelationship to you?MARTINSON: On the retail side, its direct; on the supply-chainside, its functional.EDITOR: What do you see as the objectives of a food retailerfrom an asset protection point of view?MARTINSON: We want SUPERVALU to be the best place towork, shop, and invest. If we do our jobs well in the assetprotection function, it allows people who do the merchandisingand selling to work in a safe and secure environment in whichthey can succeed.From a business standpoint, the first objective is controllingshrink. Shrink is impacted by the obvious factorsperishablesand food handling issues. Both food safety and employee andcustomer safety touch that. For example, were askingAre weloading food properly so it arrives undamaged? Are we checkingtemperatures all the way through? Do we have good cold chainmanagement? Then there is loss prevention, which focuses at thesite and deals with control of the physical building and inventoryto minimize shrink through loss.Another important factor is anticipating and minimizing risksto people, property, products, and information. Asset protectionis all about protecting the people who shop with us or workwith us. Its also about protecting the property and safeguardingour information, which ties to our brand. Safeguarding thecompanys brands is an important aspect of our asset protectionprogram.EDITOR: What are some of your more significant shrink-relatedinitiatives?MARTINSON: One of the initiatives that Albertsons has hadunderway, and its one that were looking at as a new enterprise,is an equipment upgrade adding digital video recording andputting in a central station alarm system to monitor our ownalarms.In all our divisions there has also been extensive work donegetting everybody on the same inventory system so we canactually understand what our shrink is. Albertsons put in place aholistic approach to shrink reduction at the retail end by puttingloss prevention specialists in place. Many of their groups did nothave field people who worked and looked at shrink. These arentthe people catching shoplifters; these are the people going into understand whats going on in that store, working the POSexception reporting, looking at inventories, those kinds ofthings. Thats been a very successful program for them. Wewill be putting all of our retail brands on the same POSexception-reporting platform.EDITOR: Whats the role of management in the food retailworld when it comes to shrink and asset protection?MARTINSON: The more well run the store is, the better theshrink is. Thats true whether youre in mass merchandiseor food. Whats the difference between loss if the product iselectronics or bakery? It boils down to management beinginvolved in understanding shrink and performing their role inpreventing it.EDITOR: Mass merchandisers are getting into food and foodretailers are getting into mass merchandise. Both are getting intofront-wall businesses, such as pharmacy and banking. Are thosedevelopments posing new challenges for food retailers?MARTINSON: Yes. Weve had banks and pharmacies for sometime. We need to look more closely at how these businessesfit into the front end. We need more prototype work. One ofthe loss prevention challenges, particularly with pharmacies,is understanding how to work with a pharmacy in doing aninvestigation. How do you work with controlled substances? Onthe supply-chain side, how do you secure them? How do youmove them around?EDITOR: Do you have people in your organization focusedsolely on pharmacy or is it spread across functions?MARTINSON: It is spread across, but we also have people whocame out of the pharmacy industry who are exceptionally helpfuland know our pharmacy people very well.EDITOR: Are the pharmacies in your locations owned bySUPERVALU?MARTINSON: Generally, theyre ours.EDITOR: Is that the case with banking?MARTINSON: No, we lease them space. They are responsible for their physical security because of the regulations. We assistthem if something is going on, but theyre responsible for theirown spacesecurity, alarms, cameras.EDITOR: Theres been much discussion in this industry aboutorganized retail theft issues. Is that a significant issue for you?MARTINSON: Yes, it is a significant issue, and one that wewill continue to collaborate with the industry on. We haverepresentation on the National Retail Federation ORC task force,and weve joined RLPIN [Retail Loss Prevention IntelligenceNetwork] so we can start collecting that data and learning whatsgoing on.EDITOR: Can you talk about your companys crisis planning andhow you manage that part of your responsibility?MARTINSON: We have a corporate emergency response team.It includes business continuity and disaster recovery people frominformation technology as well as representatives from functionalareas across the company. At the division level, we have localemergency response teams. They have contact lists and scenariosthey use for planning. One of our challenges is to ensureconsistency of response across the organization.EDITOR: Given SUPERVALUs recent acquisitions and the size ofyour company now, given everything your organization touches,you have quite a challenge in front of you.MARTINSON: Yes, but its exciting. This is a wonderful companywith a tremendous culture. It has a long tradition, but is nowforging a new tradition. Its keeping the best parts of what bothcompanies brought to the table.There are five core values that this company has that definesits actions, decisions, and goalspassion, focus, urgency,standards, and integrity. These values and traditions are whatmake working here fun, and they are what will make this newenterprise work.From an asset protection perspective, we have a hugeopportunity to impact the business, and we are very excitedabout it. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Villars said that “Big Data developments will be perhaps the most critical new marketplace for storage solutions providers in the coming decade. Providing a strong portfolio of complete Big Data solutions — hardware, software, and implementation services — will be a high priority to succeed. Similarly, a strong portfolio of active archival storage solutions will be a critical differentiator for private content/archive cloud deployments.” More efficient delivery of data/information to internet-based users of applications.Lowers infrastructure investment costsEvens-out the responsiveness of applications that have unpredictable workloadsDistributes the cost of long-term archival of informationEnables near-continuous, real-time analysis of Big Data generated by customers, partners and machines Enterprise IT strategies are under pressure to change, and increasingly the cloud is becoming an important component in revised strategies. Analysts at IDC expect that Enterprise IT shops will increasingly implement private-cloud solutions. And often the central component of these cloud solutions is storage.Spending on private-cloud storage is expected to increase at a compound annual growth rate of 28.9 percent from 2010 to 2015. At that rate, private-cloud storage will triple by 2015. That’s huge compared to the growth of on-premise storage which is growing currently at about 4 percent annually. The report notes that while revenues for cloud services will see huge growth over the next four years, the amount of money that public and private cloud providers will be required to spend is equally huge. Private and Public cloud providers are expected to be two of the biggest spenders on IT products over the next four years.The IDC report, authored by Richard Villars, vice president of Storage and IT Executive Strategies at IDC, says that much of what is driving that growth of cloud-based storage are the demands of “big data“.Villars said that “the emergence of the ‘cloud’ as an alternative for information services delivery will continue to be one of the most important developments in the evolution of the IT market. The storage industry has the potential to be one of the biggest beneficiaries of this trend, but suppliers must balance growing demands from cloud customers for low-cost hardware while boosting demand for advanced software solutions in areas such as object-based storage, automated data tiering, Big Data processing, and advanced archiving services.”The IDC report cites five main reasons why enterprises are favoring cloud-based over on-premise storage solutions: