THE SECURITY FUNCTION MUST BECOME A PART OF THE GENERAL MANAGEMENT FRAMEWORK, AND THE PROTECTION PRACTITIONER MUST UNDERSTAND BUSINESS ENVIRONMENT. MANAGEMENT MUST TAKE UNPLANNED LOSSES SERIOUSLY, PRACTICE BUSINESS LOSS REPORTING, UNDERSTAND THE NATURE OF SHRINKAGE THROUGH PRODUCTION LOSS, INVENTORY ERROR, AND THEFT, AND PARTICIPATE IN THEFT DETERRENT PROGRAMS THROUGH COOPERATION WITH THE CRIMINAL JUSTICE SYSTEM. UNDERSTANDING THE CONCEPTS OF CRISIS INTERVENTION, THE PREVENTION TRIANGLE, RISK MANAGEMENT, AND LOSS PREVENTION ARE VITAL TO ORGANIZING TANGIBLE BUSINESS REQUIREMENTS INTO A MEANINGFUL STATEMENT OF SECURITY OBJECTIVES. METHODOLOGY FOR DEVISING DYNAMIC PROTECTION SYSTEMS IS PRESENTED ALONG WITH INFORMATION FOR GATHERING AND EVALUATING DATA. PROTECTION PERSONNEL SHOULD BE CONSULTED IN THE SELECTION OF SECURITY METHODS AND SYSTEMS MOST APPROPRIATE FOR THE CORPORATION. DETAILED PRACTICAL CONSIDERATIONS ARE OUTLINED WITH RESPECT TO THE ARCHITECTURAL SYSTEMS OF BUILDING DESIGN FOR SECURITY, PERSONNEL REQUIREMENTS OF THE GUARD SYSTEM, AND TECHNICAL ASPECTS OF ALARM AND LOCKING SYSTEMS. DIFFERENCES AMONG SECURITY MEASURES NEEDED BY RETAIL, TRANSPORTATION, AND INDUSTRIAL BUSINESSES ARE DELINEATED. THE SPECIFIC COMPONENTS OR TOOLS OF PROTECTION APPROPRIATE TO ALL TYPES OF BUSINESS ENTERPRISES ARE EXAMINED. RESOURCES FOR SPECIFIC SECURITY INFORMATION ARE IDENTIFIED. TABULAR DATA, ILLUSTRATIONS, AND A BIBLIOGRAPHY ARE INCLUDED. (AUTHOR ABSTRACT MODIFIED--MRK)