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Selling fraud-prevention efforts can sometimes be as challenging as preventing fraud. How does one ask for money to prevent something that has not yet happened or is difficult to quantify? The standard statistics from the Association of Certified Fraud Examiners state that enterprises lose 5 percent of their gross revenues to fraud every year. Is a single statistic enough to build a case on?

If a fraud-prevention or risk management program will have a negative impact on operational throughput—causing a decrease in operating efficiency or an increase in the cost of goods sold, perhaps due to an increase in labor required by operations processes—the proposed fraud-prevention and risk management programs will have little likelihood of receiving the go-ahead from C-suite executives.

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