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66 Mattos RM, Lucon AM Tadala l and slow-release uoxetine in premature ejaculation a prospective study J Urol 2005;173(4):239, abst880 67 McMahon CG, Stuckey B, Andersen ML Ef cacy of Viagra: Sildena l citrate in men with premature ejaculation J Sex Med 2005;2(3):368 68 Semans JH Premature ejaculation: a new approach South Med J 1956;49(4):353 358 69 Clarke M, Parry L Premature ejaculation treated by the dual sex team method of Masters and Johnson Aust N Z J Psychiatry 1973;7(3):200 205 70 De Amicis LA, Goldberg DC, LoPiccolo J, Friedman J, Davies L Clinical follow-up of couples treated for sexual dysfunction Arch Sex Behav 1985;14(6): 467 489 71 Kim JJ, Kwak TI, Jeon BG, Cheon J, Moon DG Effects of glans penis augmentation using hyaluronic acid gel for premature ejaculation Int J Impot Res 2004; 16(6):547 551 72 Choi HK, Rha KH Premature ejaculation evaluation and treatment In: Kim YC, Tan HM, eds APSIR Book on Erectile Dysfunction The Asia-Paci c Society for Impotence Research (APSIR), 1999, pp 263 274 73 Nathan SG The epidemiology of the DSM-III psychosexual dysfunctions J Sex Marital Ther 1986;12(4): 267 281 74 Perelman M Retarded ejaculation Curr Sex Hlth Rep 2004;1(3):95 101 75 Rowland DL, Van Diest S, Incrocci L, Slob AK Psychosexual factors that differentiate men with inhibited ejaculation from men with no dysfunction or with another dysfunction J Sex Med 2005;2:383 289 76 Rowland DL, Keeney C, Slob AK Sexual response in men with inhibited or retarded ejaculation Int J Impot Res 2004;16(3):270 274 77 Blanker MH, Bosch JL, Groeneveld FP, et al Erectile and ejaculatory dysfunction in a community-based sample of men 50 to 78 years old: prevalence, concern, and relation to sexual activity Urology 2001;57(4): 763 768 78 Rosen R, Altwein J, Boyle P, et al Lower urinary tract symptoms and male sexual dysfunction: the multinational survey of the aging male (MSAM-7) Eur Urol 2003;44(6):637 649 79 Perelman MA, McMahon CG, Barada J Evaluation and treatment of ejaculatory disorders In: Lue TF, ed Atlas of Male Sexual Dysfunction, Philadelphia: Current Medicine LLC, 2004, pp 127 157 80 Bors E, Comarr AE Neurological disturbances of sexcual function with special reference to 529 patients with spional cord injury Urol Surv 1960;10:191.

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The red- ag approach to fraud detection just described typically begins with an anomaly or indication that something is not right, such as anonymous tips, unusual nancial statement relationships, or control overrides The red ags observed provide predication that fraud may exist Management, auditors, or fraud examiners then investigate the indicators to determine whether the red ags observed represent real fraud or are being caused by other factors This approach can be viewed as an inductive method: it begins with anomalies brought to someone s attention or found proactively (without a speci c fraud in mind) and continues by researching additional events and data until it is determined that fraud may be causing the indicators Developments in technology and the widespread use of electronic databases to record transactions have made it possible to reverse the traditional red- ag approach; that is, focusing rst on speci c types of fraud and moving forward to determine whether indicators or red ags of those speci c frauds exist It is now possible to speci cally target different types of frauds, analyze entire populations, and proactively detect fraud before traditional indicators become egregious enough to be observed or predication exists This strategic approach to fraud detection is a proactive approach that targets industry- and company-speci c fraud anomalies and patterns and mines data for indicators of speci c fraud types Exhibit 492 describes the six steps involved in the strategic fraud detection model Step 1 Understand the Business Strategic fraud detection starts with an understanding of the business or unit being examined Because each business environment is different even within the same industry or rm strategic fraud detection is an analytical process The same fraud detection procedures cannot be applied generically to all businesses or even to different units of the same organization Rather than rely on generic fraud detection methods or generic queries, strategic fraud examiners must gain intimate knowledge of each speci c organization and its processes Having a detailed understanding of the business process underlies the entire strategic fraud detection process Understanding processes in an organization or unit is similar to the activities undertaken when performing business process reengineering Step 2 Identify Possible Frauds That Could Exist Once accountants feel con dent that they understand the business, they must determine what possible frauds could occur in the operation being examined This risk assessment step requires an understanding of the nature of different frauds, how they occur, and what symptoms they exhibit The fraud identi cation process begins by conceptually dividing the business unit into its individual functions For example, accountants might decide to focus directly on the manufacturing plant, the collections department, or the purchasing function In this step, people knowledgeable about the business functions (internal auditors, managers, security directors, etc) are interviewed Accountants ask questions such as: Who are the players What types of employees, vendors, or contractors are involved How do insiders and outsiders interact with each another What types of fraud could be committed against the company or on behalf of the company How could employees or management acting alone commit fraud How could vendors or customers acting alone commit fraud How could.

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