Loss Prevention Retail Playbook - Envysion
Retail Loss PreventionPlaybookAn overview of loss prevention methodsusing Video-Driven Business Intelligence
Retail Loss Prevention PlaybookContentsIntroducing Envysion 3Who is This Playbook for and Why Use It? 3The Plays: Keeping Honest People Honest 3 Prevention with a Good Cash Handling Policy 3 Single Drawer Accountability 4 Spot Return Fraud 4 If Nothing Else, Audit High-Risk Transactions 5 Spot Time Clock Abuse 6 Chase Your Tail 7 Limit Loss from Fraudulent Liability 7 Guard Against ORC 7Protect Your Employee Entrance Audit Your Procedures and Systems 88 Form an Executive Loss Prevention Team 8 Engage Your Managers 9How it all Comes Together 10For More Information and Additional Resources 11 2014 Envysion, Inc.Envysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.com
Introducing EnvysionEnabling businesses to increase profitability 1015% by putting powerful video-driven businessintelligence into the hands of the entire organization.We have a way of rationalizing petty dishonesty,especially when the lines between right and wrongare blurry.The very first thing to do when you up the ante withany incremental form of security or loss preventionmeasure is to tell your employees. It’s importantto avoid coming across as, “I’m out to get you ”but rather, “I am trying to run a business well andsuccessful businesses use technologies to detertheft and fraud.”Who is This Playbook for and Why Use It?This playbook is for those who are new to LossPrevention, new to using video for Loss Preventionor just looking for some new ideas.This playbook will help you with strategies and tacticsto enhance your loss prevention effort and get themost out your Envysion service.For video and exception reporting specifically,as part of policy and employee training, let youremployees know that certain transactions and theircorresponding video are reviewed.If policies and expectations are clear, you will helpkeep honest people honest by making the linesbetween right and wrong easier to see. There’s a lotto be gained from deterrence alone.When using this playbook, as you consider adoptingor adapting any of the plays included herein, bemindful of company culture and make sure youoperate within the bounds corporate policy.Actions Develop a Loss Prevention policy and includeit in your employee handbookEach play in this playbook will help you hone yourown best practices and give you valuable insight intoyour business so you can excel in your role. Make sure you use clear languagecommunicateexpectationsandconsequences for violations Post policy reminders in visible locations– e.g. backdoor policy reminders on thebackdoor, cash handling reminders in thecounting area, etc. Have formal discussions when training newhires Have an ongoing, open dialog with employeesPlay: Keeping Honest People HonestOne of the interesting aspects of employing avideo system for Loss Prevention is the deterrencefactor. Regarding employee theft, communicatingeffectively your policies and technologies used toreduce shrinkage with employees helps keep honestpeople honest.Consider employees falling along a spectrum: atone end of the spectrum there are those who willsteal regardless; on the other end of the spectrumthere are those who are an epitome of everythingthat is good in the world and would never dream ofan unethical act; but in the middle where most of usreside, people tend towards the precedent and mayeven begin to feel an entitlement.“Tommy gave his brother anemployee discount. The bossdoesn’t seem to care. I’m going togive my sister a discount.”Play: Prevention with a Good Cash HandlingPolicyEmploying an effective cash handling policy cando a lot in the way shrinkage prevention by puttingin place the correct checks and balances andprocesses to mitigate opportunities for theft. Yourpolicy should be posted where employees whohandle cash will see it on a regular basis as afriendly reminder. It should also be including in thenew employee on-boarding materials; employeesshould sign a copy to be kept in their employee file.Your Cash Handling Policy should cover: Page 3Cash CountsEnvysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.com 2014 Envysion, Inc.
Single-drawer accountabilityCash transactions with customers Cash Drops Cash transactions with CustomersHandling cash transactions well with customerseliminates ambiguity and confusion that can beintroduced when cash changes hands.Cash CountsCash Counts should happen at the beginningand end of all shifts. As a check and balance, twoindividuals should count the cash – the manager andthe employee manning the register. A record shouldbe kept of beginning and ending cash (the policyshould stipulate the amount of beginning cash).Excessive over- and under-rings, voids and refundactivity should also be recorded. This may be anindicator of poor training or a bigger problem suchas theft. Video should be used in conjunction withan exception report to review specific, problematictransactions to identify the problem.Single Drawer AccountabilitySingle-drawer Accountability means one employee,one drawer. That way, if there is a problem whenbalancing the drawer at the end of the shift, there’sonly one person responsible and it makes it a loteasier to troubleshoot.Cash DropsCash drops (deposits from the drawer) during a shiftshould be dictated so that there is never too muchcash exposed in the drawer at any given time. Ifyou use a POS system that can track the amountof cash in the drawer in real-time, your policy canstipulate the maximum allowable amount in thedrawer. A cautionary note, if speed-of-service is avalue proposition, be careful with timing cash dropswhile lines are long.Instructions for cash drops:1. Wait for lull in customer traffic2. Pull the drawer with the employee andthe manager present3. Both the manager and the employeecount current balance in the countingarea (not in the open)4. Subtract current balance from policybeginning balance: this is the amount thatshould be removed from the drawer anddeposited5. Both the employee and the managershould count and sign-off on the amountremoved from the drawer6. Both the employee and the managershould witness the deposit into the safe 2014 Envysion, Inc.Instructions:1. Clearly state the cost of the purchase2. State the amount of the received payment– e.g. “out of five dollars”3. Set the received payment atop the draweruntil the change is paid out. This willensure that there is no confusion on thepart of the employee nor the customerabout the payment that was rendered bythe customerValidate with video that bills are beingleft outside of the drawer4. Count back the change – again, tominimize the confusion on both the part ofthe employee and the customerValidate with video – is a pile ofchange being handed back to thecustomer or are bills being handedback individually?Actions If you don’t already have a Cash HandlingPolicy, create one Post your policy where it can be seen as afriendly reminder to those who handle cash –e.g. in the cash counting area Include a copy of the policy in the employeeon-boarding materials; have new employeessign the copy acknowledging have read andunderstood the policy. Keep the signed copyin the employee’s file Validate that cash handling policies are beingfollowed with video. Take corrective actionwhere problems are discovered includingadditional training up to terminationPlay: Spot Return FraudReturn fraud occurs in a variety of forms and mayinvolve collusion with a store employee. For example: An employee issues a bogus return for afriend even though merchandise was notreturned A customer returns stolen merchandise ormerchandise that was picked up off the shelfbut never purchasedEnvysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.comPage 4
An employee issues a “no receipt” return for alegitimate customer return and then uses thecustomer receipt to issue a second return andpocket the money An employee grabs a high dollar item fromthe shelf and issues fraudulent “no receipt”returns to gift cards that can be sold or usedat a later date An employee saves receipts for high dollarcash transactions cash and uses bogusreturns to take money from the registerWhat to look for: Employees who have an above averagenumber of a refunds When auditing refund transactions, is therea customer on the other side and is themerchandise being returned present? Did the customer bring merchandise into thestore to return it, as opposed to picking it upoff the shelf? For “no receipt” returns does the customeractually present a receipt? For returns with a receipt, does the employeefollow the return policy guidelines? A large amount of returns for the same itemat a particular store or stores within an area.This could indicate stolen merchandise The employee issuing the return made theoriginal saleEmployee return fraud is a common form of theftbecause employees know this theft will not raisered flags as their till will still balance at the endof their shift. Build exception reports to highlightsuspicious return activity and use video to validatethat a customer and/or merchandise is present whenreturns are issued.Customer return fraud is more difficult to curtail, sincemost customers do have legitimate returns. Engageemployees to help cut down on customer return fraudby ensuring all employees understand and follow thereturn policy. Tell employees to report customerswith frequent returns to the loss prevention team forinvestigation.Actions Page 5Make sure that your policy includes howreturns are to be qualified and issued Create POS reports for returns, especially foremployees with a high percent of returns and“no receipt” returns Schedule time to review (daily or weekly) Validate suspicious returns with video; checkthat during the return both a customer andmerchandise are presentPlay: If Nothing Else, Audit High-RiskTransactionsThere are certain transactions that can be classifiedas high-risk. These are transactions that relativelyeasily enable skimming or under-ringing, allowingemployees to pocket your cash. These include: Voided sales Discounts and coupons Zero dollar (or small amount) transactions No sale Cash refundsVoided sales are a common form of skimming.What makes a void so susceptible to theft is thatby definition, a voided transaction did not happen(it’s not recorded on the books), so employees canmerely relieve you of the cash overage, and theneverything balances.What to look for: In a typical situation the customer purchasesitems with cash, walks away and after the factthe employee voids the sale in order to pocketthe proceeds. To validate, look at the time leading up to thevoid and watch the customer walk away withpurchased items. Look to see that the employee is alone orisolated from others at the time the voidoccurs. Look for the employee lifting cash ormaking a tally (it may be that the employeewill lift the cash at the end of the shift whenthe cash drawer is switched out).Discounts and coupons are part of normaloperations in most retail businesses, which is whatmakes them susceptible to abuse. These transactionscan be prevalent because, to the employee, it may notfeel wrong because they are not blatantly pocketingcash.Envysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.com 2014 Envysion, Inc.
What to look for: High dollar amount of employee discounts.Is the employee really purchasing 300 ofmerchandise? Is there someone on the otherside of the counter? Transactions with a coupon or discount a 0total. Employees who have a high number ofemployee discounts in a single day. Did theemployee buy ten rolls of wallpaper? Employees who have the highest number ofa specific type of discount or coupon. Froma random selection of transactions, does theperson on the other side of the counter reallyqualify for the discount or promotion code? Employee discounts performed by the sameemployee receiving the discountZero dollar (or small amount) transactions are amore subtle means of skimming and under-ringing.A zero dollar transaction is akin to a void transactionwhere items are cancelled after the customer walksaway. The small amount transaction can, at firstglance, look valid, but under closer scrutiny you maydiscover a problem.What to look for: The customer clearly purchases and walksaway with several items, but the receiptshows a 0 dollar total or only a small amount– perhaps the price of a single, small item.Especially in the case of small transactions,be sure to check the previous transactionto make sure that the other items were notpreviously rung up and the small item was notjust a last minute decision to buy a point ofpurchase item.No sale transactions are an easy way for theemployees to open the till to, for example, breaklarger denomination bills for smaller change. Theproblem is, “ it’s an easy way for the employee toopen the till.”What to look for: 2014 Envysion, Inc.When a customer is present, look for acustomer walking away with purchaseditems even though a No Sale was rung in.The employee may quote the customer theprice of the items purchased without actuallyringing in the items, ringing in a No Sale toopen the till. Look for no sale transactions when theemployee is alone or isolated; look for blatantcash theft from the till.Cash Refunds, like the other high risk transactions,are a relatively easy way to get at cash.What to look for: There is no item and/or no customer presentat the time of the transaction. The refund ispocketed. There is a customer receiving a suspiciousrefund where there is no item or the item doesnot appear to match the refund.Actions Create high probability POS reports Schedule time to review (daily or weekly) Validate suspect transactions with videoPlay: Spot Time Clock AbuseRequirement: your employees to use your POSsystem to clock in and out.Employees can squeeze extra paycheck dollars forhours not worked by abusing time clock policy. If youuse your POS system for employees to clock in andout, this can be relatively easy to spot.What to look for: In an exception report, look for employeesworking long hours, that do not match theamount of time they are scheduled to work In the video: Employees who showed up earlier andclocked in and then left again Employees who left and then showed up laterto clock out Friends clocking in or out on behalf of theemployeeActions If you don’t use your POS for employees toclock in and out, set up your system to do so Create POS reports based on employeesclocking in and out Schedule time to review (daily or weekly)Envysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.comPage 6
Play: Chase Your TailThere’s only so much time in the day. When randomlylooking at any one “risky” transaction, there may bea perfectly logical explanation behind it. To hone yourefforts, compare employees relatively by looking fordeviations from the norm; employees in the wrong tailof the normal distribution curve – employees who, forexample, consistently have more voided transactionsor who give more discounts.ActionsAny of the high risk reports mentioned above canbe modified to target the worst offenders by lookingat the top 5% across all employees for the giventransaction: Voided sales No Sale Zero Dollar (or small amount) transactions Cash RefundsThis will make you more effective, by spending timenot only on high risk transactions, but also high riskemployees.Actions Create POS reports based on high probabilitytransactions with a filter to only include the top5% Schedule time to review (daily or weekly) Validate suspect transactions by reviewingthe corresponding videoPlay: Limit Loss from Fraudulent LiabilityIn today’s litigious society, retailers are at riskof several types of unfounded claims from bothemployees and customers. Harassment Wrongful Termination Slip and Falls Assault and BatteryHaving video evidence of what actually happenedin the alleged case can mitigate losses by showingthe retailer was not responsible or only partiallyresponsible for the damage. In many cases videowill deter would-be-defendants looking from pursuinga fraudulent claim, saving the retailer thousands orPage 7millions of dollars in lawyer fees, court costs and asettlement. Always perform employee performancereviews in an area with video surveillance andaudio surveillance if permitted by law Save video clips of written up offense in theemployee’s case file Make sure customer areas of the store,walkways and parking lots are covered byvideo cameras Always save video of any customer complaintsPlay: Guard Against ORCOrganized crime can make catching thieves morechallenging than catching a single shoplifter, as ORCoften involves collusion and misdirection betweenmultiple thieves in multiple store locations. Becauseorganized crime is premeditated, thieves often try tocatch store employees off guard to make the thefthappen smoothly.While it is difficult to catch the thieves in the actthe first time, once the routine has been identified,retail chains can prevent further theft with the righttechnology, collaboration between stores and aninformed sales staff.When fighting ORC, time is of the essence, asORC rings can use the same scam to hit all of thecompany’s stores in the area in a day. The ability toquickly share video evidence among sister stores iscritical to protecting against additional ORC theft.Actions Make sure loss prevention can quickly accessvideo remotely and share video evidence withstore managersCreate an ORC Action Plan to include:1. Store managers to notify Loss Preventionimmediately after an ORC theft2. Loss Prevention should save and sharevideo of the ORC theft with all local storemanagers3. Local store managers should postsnapshots of the ORC suspects in hightraffic employee areas, such as the breakroom or near the time clock4. Appropriate actions to take if the ORCsuspects enter the store, i.e. call theEnvysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.com 2014 Envysion, Inc.
policePlay: Protect Your Employee EntranceThe employee entrance provides employees adiscrete way in and out of the store for employees.Having only one entrance/exit for employees duringtheir shift also isolates potential merchandise theft byemployees. Managing the employee entrance withthe appropriate policies and procedures, aided bytechnology, you can help to protect yourself againstpotential issues.An effective employee entrance policy should include: Only employees should use the employeeentrance The employee entrance should never bepropped open Where personal items are to be stored Purses, cell phones, lunch boxes, etc. shouldnot be allowed under the register Whether bag will be checked when employeesexit the store, if so who should perform bagchecksan audit to your staff can help you avoid future losses.Start with a store-wide audit to gain insights into pastproblems and increase the efficiency of your staff bycorrecting operational and system issues. Best ofall, the audit will help you move from reacting to aproblem after the loss to making proactive changesto avoid the loss in the future.Goals of a Process and Systems Audit: Uncover valuable information about a loss Ensure that those providing feedbackunderstand the importance of their role goingforward Create employees buy in by giving them anoutlet for feedback and involving them inprocessBy auditing multiple store locations, lessons learnedfrom each can be leveraged across your businessby collecting and disseminating information to alllocations, creating an enterprise-wide set of solutions.Actions Audit the procedures and systems thatcontributed to the loss Provide the opportunities for employeefeedback via informal discussions and/orconfidential surveys Maintain a list of common shrinkage-causingfactors Communicate findings across the enterpriseActions Have an employee entrance policy foremployees on the clock Make sure employees know and understandthe policy. Post the policy where employeeswill frequently see it – perhaps on the entranceitself Use a video surveillance system on theemployee entrance Bonus points for cameras both inside andoutside (for outdoors you will want a camerathat works well in poor lighting such as an IRcamera) Validate EAS alarms at the employeeentrance with videoPlay: Audit Your Procedures and SystemsWhen conducting a post-mortem of a store loss,it’s important to understand the store proceduresand systems that may have contributed to the lossto avoid repeating past mistakes. Communicatinglessons learned and best practices gathered during 2014 Envysion, Inc.TeamPlay: Form an Executive Loss PreventionEach department within a company can provide adifferent, critical perspective on loss. For example,distribution, operations and merchandising are allresponsible for store product, but in a different way.By forming a cross-departmental team focused onreducing shrink, you gain valuable insights fromdifferent perspectives, allowing you to make betterdecisions.Who to Include on Your Team: Executive management – CEO and/or CFO Head of merchandising and operations, whowill provide the in store perspective Head of loss prevention and internal auditEnvysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.comPage 8
Head of distribution, who will provide insightinto shrink before product reaches the storeActions Select the members of your executive team Schedule regular monthly meetings Set the agenda, which should include:1. Develop on-going action plans to reduceshrink2. Evaluate results of action plans3. Make decisions to strengthen overalleffortPlay: Engage Your ManagersFeeling overwhelmed by the day-to-day workload ofyour loss prevention duties? Outsource. You have anentire loss prevention team at your disposal – yourregional managers and perhaps even your storemanagers. By engaging your managers to aid inthe loss prevention process, you are reinforcing anownership culture, further holding your managersaccountable for profitability.To get buy-in you need to reinforce an ownershipculture.them, they will be in a stronger position to understandand meet the goals of the company. Key expectationsinclude: How often to conduct audits – e.g. daily,weekly, bi-weekly, monthly How much time to spend (this will oftencorrelate with how often they are conductingaudits – e.g. daily audits will tend to be shorterthan monthly) How thorough to be (managed throughprocesses)Management should regularly follow up withpersonnel to ensure success. Issues and solutionsdiscussed during follow up meetings will reinforcethe importance of shrink reduction and its impact onprofitability.A Department Manager should know the shrinkageresult for her department and have specific actionsto address those issues which contributed to lossesin her area.Training Training is of course integral to ensurecompetence so that your managers areable to meet expectations. Also, if a task isabstract, it won’t get done. You cannot giveyour managers a video surveillance tool andsay, “go reduce shrinkage ” In person training is best; however, if that’snot possible, web conference tools are quiteadequate. Additionally, if possible, smallerclass sizes (5-10) will ensure participants aremore attentive. Have a limited number of exception reportsyou want your managers to use – i.e. simplereports targeted at high-risk transactions.Review each report, its purpose, and whatcustomer and/or employee behavior to lookfor in the video clip. Hands-on learning is most effective. Let onemanager drive through the task while solicitingcomments from other managers as she goes.Sell itIn order to successfully rollout a program amongstyour managers you are going to need to get buy-in.This is important. You are asking them to take onmore work so there will be a natural tendency to pushback.To get buy-in you need to reinforce an ownershipculture. Your managers are accountable forprofitability and therefore, reducing shrinkage. And inturn, it helps if their pay (i.e. bonuses) are reflectiveof store performance which incentivizes theirwillingness to participate since they will directly reapthe benefit.Develop a programThe key components to a successful program are: Training Key processes FeedbackExpectationsIt’s important for key personnel to understand shrinkresults overall and from their areas of responsibility.If your managers know clearly what is expected ofPage 9ProcessesProcesses span from what to do in case theft isdiscovered to what data you want to collect from yourmanagers on an on-going basis to ensure the task isbeing completed as excepted.Knowing the processes in case theft is discoveredEnvysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.com 2014 Envysion, Inc.
is really critical, especially given that there may belegal ramifications for mishandled circumstances.Your process should conform to your establishedloss prevention policies. This will typically include:saving the video clip and escalating the incident toyour Loss Prevention and/or Risk Departments.Another potential process to include is around reportrotation. For example, if you want to your managersto conduct weekly audits, send out Monday morningwhich report to use for the current week’s audit. Thislimits the scope of the task for managers and it keepsthem engaged by “keeping it fresh” (e.g. not lookingat the same thing every week).Lastly, it is up to you to decide how closely you wantto “police” the program. It may be sufficient to onlylightly monitor it through processes, and otherwisemanage the program through feedback loops. To thatextent, the key to is to collect just enough informationfrom your managers that you know a task is beingcompleted as expected (without micro managing),but not so much that you cause the program a slowdeath by bureaucracy.help you get the most of your video surveillancesystem. Having gone through this playbook, you’veprobably noticed a few recurring themes: Have a policy and program that is tailored toyour organization Clear communication of expectations willgo a long way as a means of deterrence byplaying to the psychological disposition ofyour workforce and minimizing perceivedgray areas Reinforce your efforts with video by identifyingand addressing training issues and potentialfraudYou can create a basic form to capture the time,location, register, and transaction type of the audit.You can also require that your managers capturesome obscure information – e.g. the shirt color of thepatron in the clip – in order to reinforce that attentionis truly being given to the task.FeedbackFeedback can be gleaned from both the system(usage statistics) and your managers. Use thesystem to ascertain which managers are participatingand which are not. Talk to managers to get feedbackabout what works and what does not. Feedbackis key to continually evolving your program andadapting it to your company culture; listening to yourmanagers’ input gives them more ownership of theprogram which will ultimately drive better results.Actions Select the group of managers you wish tohave participate in your program Provide training Clearly communicate processes Collect feedback and iterateHow it all Comes TogetherEmploying a few simple strategies and tactics will 2014 Envysion, Inc.Envysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.comPage 10
Video-Driven Business Intelligence For more information and additional 8.9441 Option 1 (Toll Free)About EnvysionEnvysion enables large, national retail, restaurant, cinema and convenience store operators to increaseprofitability 10-15% by putting easy-to-use, video-driven business intelligenceTM into the hands of the entireorganization. Envysion created the Managed Video as a Service (MVaaS) model which transforms videosurveillance into a strategic management tool that provides instant and unfiltered business insights to usersacross operations, loss prevention, marketing and human resources. The MVaaS model enables Envysion toaccelerate innovation by rapidly responding to market opportunity and making new capabilities immediatelyavailable to all users. Envysion’s platform quickly scales to 1000s of locations and 10,000s of users withoutstraining the IT department or network. For more information, visit www.envysion.com or call 877.258.9441. 2014 Envysion, Inc.Envysion, Inc. // 400 Centennial Pkwy, Suite 201, Louisville, CO 80027 // 877.258.9441 // envysion.comPage 11
Retail loss PRevention Playbook an overview of loss prevention methods using v ideo-Driven b usiness i ntelligence 201 envysion i nC. envysion, inC. 40 Ce ntennial PkWy s uite 201 l ouisville Co 8002 // 77.258.944 // envysionCo Retail loss Prevention Playbook Contents .
Operations p laybook COntents Introducing Envysion 3 Who is This Playbook for and Why Use It? 3 The Plays: Implement Effective Inventory Control 3 Improve Labor Management 3 Spot Time Card Abuse 4 Elevate Customer Service and Consistency 4 Enable Training and Collaboration 5 How it all comes Together 6 More Resources 7
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A sales playbook outlines every step of the sales process to ensure sales efficiency and effectiveness. This example playbook gives you an inside look at what a real playbook for a Sales Development Rep (SDR) or Business Development Rep (BDR) should include. Every playbook is custom to fit business and industry needs, so we don't
Core-Retail Sales: n/a Number of Stores: 182 Jobs in Retail: 3,345 YUKON Total Retail Sales: 799.8 million Core-Retail Sales: 508.8 million Number of Stores: 186 Jobs in Retail: 3,630 BRITISH COLUMBIA Total Retail Sales: 84.3 billion Core-Retail Sales: 54.0 billion Number of Stores: 20,398
Core-Retail Sales: n/a Number of Stores: 182 Jobs in Retail: 3,345 YUKON Total Retail Sales: 799.8 million Core-Retail Sales: 508.8 million Number of Stores: 186 Jobs in Retail: 3,630 BRITISH COLUMBIA Total Retail Sales: 84.3 billion Core-Retail Sales: 54.0 billion Number of Stores: 20,398
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2018-2019 MATHCOUNTS Playbook 15 The 2018-2019 Playbook Problems Start here to choose a math problem to solve! We have reformatted the 2018-2019 MATHCOUNTS School Handbook exclusively for the Math Video Challenge. In this playbook, all 250 of the handbook problems are organized by math topic.
The nonlinear springs are defined using API p–y curves at regular depth . intervals, where p represents the lateral soil resistance per unit length of the pile and y is the lateral deflection of the pile (API, 2007). As it was discussed before response of a single pile is different from response of a pile in a pile group due to group effect. One of the most common methods of accounting for .
