LPC Prep Questions - Course 3
Following a store visit that involved an audit of Loss Prevention operations at the location, a District Loss
Prevention Manager creates a simple list of all of the tasks that need to be completed within the facility
in order to bring the store into compliance. The DLPM then reviews the list with the Store Manager,
discussing the steps that need to be carried out in order to achieve the necessary results. This type of list
is commonly known as:
• A Goals Checklist
• A Focal Message
• A Priority Log
• An Action Plan - Answer-An Action Plan
When developing the Loss Prevention department budget, a Loss Prevention Director must plan for
security expenses associated with an event marking the 75th anniversary of the company, which will be
held in the second quarter of the current year. This type of one-time expense allocated for a specific
reason is known as a:
• Recurring Expense
• Revolving Expense
• Non-Recurring Expense
• Non-Revolving Expense - Answer-Non-Recurring Expense
,As a Loss Prevention Director is putting together a departmental plan to combat shrink throughout the
company, she assigns her Regional Loss Prevention Managers the task of identifying store locations that
for any number of reasons are generally considered to have higher potential and be more prone to
theft, robberies, and/or other types of crime. These stores are generally referred to as:
• High Shrink Stores
• High Risk Stores
• Spotlight Stores
• Focus Stores - Answer-High Risk Stores
Upon reviewing an Action Plan with the Store Manager, a Regional Loss Prevention Manager identifies a
stand-alone task that is not related to an ongoing activity, but rather must be taken to resolve an issue
found in the store. This type of task necessary to complete the Action Plan is known as:
• A One Time Open Item
• An Open Action Agenda
• An Ongoing Priority Claim
• An Active Priority Point - Answer-A One Time Open Item
Following a company inventory cycle that showed a significant increase in shrink results, a Loss
Prevention Director determines that a Loss Prevention initiative is needed that will focus attention and
engage the greatest number of people possible to better address shrinkage reduction and profit
enhancement. This program will need to encourage participation and communicate the Loss Prevention
message at all levels of the organization. To reach this objective, the LP Director should implement:
• An Audit Program
• An Awareness Program
• A Shrink Mandate
, • A Mission Statement - Answer-An Awareness Program
As a critical aspect of putting together a new Loss Prevention program for the company, a Loss
Prevention Director needs to construct a document that provides a graphic representation of the new
Loss Prevention organization; clearly defining the necessary roles at each level of the department. This
document must further identify the various position titles and areas of responsibility, as well as potential
career paths that will be available as team members progress. What type of document does the Director
need to construct?
• An Action Plan
• An Organizational Chart
• A Goals Checklist
• A Job Description - Answer-An Organizational Chart
When constructing an effective Loss Prevention Awareness Program, our objective is to modify
employee behavior and encourage them to become more involved. We want to give employees some
control in the development and/or implementation of these programs, and take responsibility for seeing
that the program is both followed and successful. This important concept is known as:
• Taking Ownership
• Providing Constructive Criticism
• Offering Feedback
• Gaining Trust - Answer-Taking Ownership
Upon taking on the responsibilities of leading a new department, a Loss Prevention Director decides to
put together a document that accurately communicates how Loss Prevention will operate, and how
those responsibilities will support company objectives. The document was drafted in order to give
everyone a clear understanding and expectation of the Loss Prevention function and goals. This simple,
clear declaration of that role and fundamental purpose is commonly known as a:
Following a store visit that involved an audit of Loss Prevention operations at the location, a District Loss
Prevention Manager creates a simple list of all of the tasks that need to be completed within the facility
in order to bring the store into compliance. The DLPM then reviews the list with the Store Manager,
discussing the steps that need to be carried out in order to achieve the necessary results. This type of list
is commonly known as:
• A Goals Checklist
• A Focal Message
• A Priority Log
• An Action Plan - Answer-An Action Plan
When developing the Loss Prevention department budget, a Loss Prevention Director must plan for
security expenses associated with an event marking the 75th anniversary of the company, which will be
held in the second quarter of the current year. This type of one-time expense allocated for a specific
reason is known as a:
• Recurring Expense
• Revolving Expense
• Non-Recurring Expense
• Non-Revolving Expense - Answer-Non-Recurring Expense
,As a Loss Prevention Director is putting together a departmental plan to combat shrink throughout the
company, she assigns her Regional Loss Prevention Managers the task of identifying store locations that
for any number of reasons are generally considered to have higher potential and be more prone to
theft, robberies, and/or other types of crime. These stores are generally referred to as:
• High Shrink Stores
• High Risk Stores
• Spotlight Stores
• Focus Stores - Answer-High Risk Stores
Upon reviewing an Action Plan with the Store Manager, a Regional Loss Prevention Manager identifies a
stand-alone task that is not related to an ongoing activity, but rather must be taken to resolve an issue
found in the store. This type of task necessary to complete the Action Plan is known as:
• A One Time Open Item
• An Open Action Agenda
• An Ongoing Priority Claim
• An Active Priority Point - Answer-A One Time Open Item
Following a company inventory cycle that showed a significant increase in shrink results, a Loss
Prevention Director determines that a Loss Prevention initiative is needed that will focus attention and
engage the greatest number of people possible to better address shrinkage reduction and profit
enhancement. This program will need to encourage participation and communicate the Loss Prevention
message at all levels of the organization. To reach this objective, the LP Director should implement:
• An Audit Program
• An Awareness Program
• A Shrink Mandate
, • A Mission Statement - Answer-An Awareness Program
As a critical aspect of putting together a new Loss Prevention program for the company, a Loss
Prevention Director needs to construct a document that provides a graphic representation of the new
Loss Prevention organization; clearly defining the necessary roles at each level of the department. This
document must further identify the various position titles and areas of responsibility, as well as potential
career paths that will be available as team members progress. What type of document does the Director
need to construct?
• An Action Plan
• An Organizational Chart
• A Goals Checklist
• A Job Description - Answer-An Organizational Chart
When constructing an effective Loss Prevention Awareness Program, our objective is to modify
employee behavior and encourage them to become more involved. We want to give employees some
control in the development and/or implementation of these programs, and take responsibility for seeing
that the program is both followed and successful. This important concept is known as:
• Taking Ownership
• Providing Constructive Criticism
• Offering Feedback
• Gaining Trust - Answer-Taking Ownership
Upon taking on the responsibilities of leading a new department, a Loss Prevention Director decides to
put together a document that accurately communicates how Loss Prevention will operate, and how
those responsibilities will support company objectives. The document was drafted in order to give
everyone a clear understanding and expectation of the Loss Prevention function and goals. This simple,
clear declaration of that role and fundamental purpose is commonly known as a:
