Efficiency (Customer Service) through Technology

When starting out there are three very basic bits of technology you need to run your process service business - a computer, a cell phone, and a fuel-efficient, reliable vehicle.  Those three things in today's world are mandatory to run this type of business.

We've talked about technology in previous posts, but what about using some of the other great bits of technology and software out there that will enhance your efficiency and give you more time to serve more papers, and also helps to give value and better customer service to your clients?  Let's look at it from this perspective.

First off, there are a few process server software management tools available on the market that are convenient, inexpensive, and add considerable value to your services.  Case Manager and Process Servers Toolbox tend to be the most highly used.  Both provide excellent software to keep track of your assignments, create affidavits of service, invoicing, and other administrative tools unique to serving papers.  Some of these programs also have built in to them the ability to integrate GPS proof that you actually did serve a paper at a service address at the time you did it, which in states like New York has become a requirement of the law to show such evidence.  These software management tools also have the ability to allow your clients to check the status of their paper's service by logging in to your account without them having to call or email you, thus saving time and providing convenience for the client.  And when a paper is served the software can send out an automatic notification to the client as well.

A website is another great bit of the internet that can be quite handy.  Depending on your budget your website could vary from being a simple electronic brochure of all your services, all the way to an active site that does much of the same client notification as the software management tools offer.

Another great way to improve customer service through technology which is low cost and a great convenience to your client is allowing for credit card payments.  You can go with the old fashioned way of taking credit card payments using a card reader or you can set up a Paypal account.  Either allows the client a great convenience, especially when pre-payment might be required for a rush service.  Process serving is a service related business, so making things more convenient, especially when it comes to payment options is always a great way to add value.

Lastly, high-speed scanners are becoming a must.  As fax machines slowly fade into the past, and speed of delivery becomes more and more a driving factor, having a high-speed scanner comes in handy.  With relative ease and great speed you can scan and email service documents to another process server in another state instantly, thereby cutting out the necessity to overnight deliver your documents for service through a subcontracted process server.  Through this method, you can offer your clients process service anywhere on the planet simply by going through you rather than them having to search for another server on their own in another state.

Even if you're starting out, these are great bits of communication technology to consider.  They provide convenience for the client and allow you to work faster, more efficiently, while at same time giving your company that professional look and feel when a client comes a calling.

Special Factors With Regard to Pricing

Here are some factors that come into play when considering what to charge for those "special assignments" that come up.  These are important to consider as they do effect the overall revenue and the efficiency of your process service business.

Speed of delivery. It is one thing if you have a court document that needs to be served. It is another thing if your client needs it served right now. Charge a rush fee for that. Why? Well, if you have five routine papers you need to serve and four of them are all situated in one general locale, but then you have the fifth one needs to be served that day … no, that very instant, and it is on the other side of town, thereby taking you away from the $240.00 you will make from the four other papers, it just makes good business sense that a premium charge needs to be assessed. After all, you are now delaying four other papers from being served just to insure that one gets done. Don’t be shy about charging for a rush. Sure, if you want to score points with the client, then perhaps you might occasionally consider not charging the rush fee. But do that too often and you will find yourself working harder for a lot less profit than you can reasonably expect to make.

Level of difficulty of the assignment is another key factor. What if you have to deliver court documents on a military installation? What if you have wait two hours at a particular location for the defendant/witness to appear so you can serve them? What if you have to develop some sort of complex operation in order to find yourself in front of the defendant/witness because they have been or are known to evade service? These things should sometimes be factored into the equation on a case by case basis.

Number of documents to be served. This is another area to keep in mind. Now I have seen this vary from server to server. If our basic service rate per paper is $60.00, for example, but you have two different types of documents to deliver to the same individual, should you charge for that extra document? Some servers don’t. Others do but only at half the price of the first document ($30.00), and others charge full price for the second document ($60.00). In terms of pricing second instruments (or second documents), to charge or not to charge is the question. If you ask your client, especially those who operate in family law, they do not like to be charged for second instruments for the obvious reason that the costs go up for them. But in the case of family law, where it is typical you will see second and third and sometimes fourth instruments, there is the issue of your time for completing the various affidavits of service that come with those extra documents, there is the factoring in that should you forget to deliver one of those extra documents that this could mean the difference between a court appearance or a cancellation because you forgot to serve that extra document, and you have to consider that your liability towards your client goes up considerably if you fail to complete or fail to serve everything properly. What I have mostly experienced is that second instruments are charged at half the going rate of a first instrument. Very few servers charge nothing for the extra document, and those that charge full price very rarely get the assignment at all.
These are just three areas to consider when additional pricing for services above your basic service rate could apply.  There are others and you think about assessing reasonable rates for them.  In future posts we will discuss other examples of special additional pricing rates.

Cradle to Grave - How to Handle Assignments in a Way That Improves Customer Service

I tell the clients we handle everything cradle to grave.  But what do I mean by that?  I'm not just talking about picking up an assignment and serving it.  I am talking about a whole lot more, and in so doing I am giving the client far better customer service

Keep in mind what I am suggesting requires that you train the client and educate them upfront so that you alleviate their anxiety and answer any concerns they might have.  I usually do so during the initial contact.

I tell the client that we handle the assignment from cradle to grave, and this entails the following:

Pick up the assignment
Attempt service
If the service address is bad, conduct a relocation search to find a better address
Attempt service at additional addresses
Draft any documents (affidavits, orders, motions, etc.) needed to complete service
Stake out (if necessary)
Notify client of service completion
Filing of Return of service

This is not all-inclusive as certain factors may require other types of services be conducted, but the point is that all of this is done without much consultation or zero consultation with the client (in some cases).  The philosophy behind this is that it is my job to handle service of process.  Anything I can do to make that seen through to completion without involving the client, I will.  It takes it out of their hair, allows them more time to work on other matters, and it keeps the assignment moving forward rather than waiting for approval and authorization from the client to go on to the next logical step.

Keep in mind, however, I do not take any actions I am clearly not allowed to do without their authorization, such as file motions or attempt to act within what is exclusively the domain of the attorney.  And this takes a bit of experience and considerable knowledge of the laws regarding procedural due process under the law.  So study up on what you can do and what you are allowed to do.

So, given that thought, should you attempt to follow the same philosophy.  Yes, you should.  Handle any problems within your scope of responsibility that you know how to handle, and finish the assignment without having to constantly get clearance and input from the client.  I know that sounds controversial, but it can be done, and the clients (once they are used to it) will come to expect it, will come to rely upon you to do so on every assignment, and it is an automatic "up sell" of additional services without having to wait for approval.  Lastly, over time your clients begin to perceive you as an expert and a professional, and they will let you do the assignment the way you think is best, without worry, to its logical and quick conclusion.

Check out "The Business End of Process Service" available through Amazon.com.  Just click this link http://www.amazon.com/Business-End-Process-Service-Running/dp/1478117869/ref=sr_1_1?ie=UTF8&qid=1442067464&sr=8-1&keywords=the+business+end+of+process+service

Collections

As with any business, the process (pardon the pun) of invoicing and collections is critical.  You have to have constant cash flow in order to continue operating.  And sometimes just waiting for a check to arrive is not such a good idea.  Best not to hold your breath!

Don't get me wrong.  I'm not saying that attorneys don't pay their bills.  Some do, some don't.  Attorney clients are just a reflection of all customers, regardless of the industry or the service.  Some are quite conscientious, others not so much.  So how do you go about billing for your service and actually getting paid.

There two basic models in the process service industry for receiving payment along with variations on those models. 

The first is to receive your money "upfront".  This is actually quite desirable when dealing with new clients who have not established a payment track record with you.  It's also well advised to do this when accepting any assignment from anyone that is located out of state or even outside your normal market (city/county).  If you don't and they fail to pay, collection efforts become difficult and costly.  The only glitch with getting money upfront, though, is what if the assignment entails conducting services that were unforeseen at the time you accepted it and this causes costs to exceed the "pre-paid retainer".  Your basic remedies are to invoice the costs that are over and above the retainer and hope to get paid, or simply do not conduct any services above and beyond until you have gone back to the client to receive the additional funds to continue.

The second model is to simply invoice the entire assignment after completion without payment upfront.  Again, this is a not recommended with new clients in your area or any clients that are located outside your normal service area.  However, once you have established a payment record and a good relationship with a recurring client, invoicing is perfectly acceptable.  It allows for the assignment to move forward quickly without having to stop every fifteen minutes to get approval to expense more on an assignment that has become difficult due to various factors. 

But then comes the interesting part of this second model.  Some clients will pay the invoice almost immediately.  Others will wait a full thirty days before sending payment.  And still others will not pay until you have begun calling, emailing, and visiting their firm.  In the case of those that pay you right away, that is obviously an excellent situation to be in and you should be most sensitive to the needs of those types of clients.  In regards to those who wait thirty days to pay you, keep track of them in the accounts receivable so that they remain on track, and if they slip a bit, send them courteous reminders.  They're good clients, but most likely their cash flow situation is what is causing them to delay payment.  As for the last category of client, you have to be quite relentless if you so choose to continue to keep them as clients.  My personal recommendation is that you don't keep these types of clients.  Those who purposely slow pay and wait for you to ask them for payment are the type of clients who really don't respect you, or they have serious cash flow issues and they are most likely carrying out this sort of practice with all of their subcontractors/vendors.  If you keep these types of clients, then be relentless.  Send them past due notices as invoices come up past due.  Send emails to the legal assistant and call to keep the pressure on.  This is obviously not a desirable situation to be in, one that I have encountered many times in the past.  But if found in that situation, be consistent, diligent, and polite.  Your last resort with this type of client (other than choosing not to have this type of client) is to begin charging late fees or returning this client to a pre-payment retainer system.  The late fees will cause the client to step it up or the client will no longer be a client.  The pre-payment retainer way to go is rather remedial in nature and may also have the effect of causing the client to not be a client, either.  Then again, you must do what you must, otherwise you will be working for free, and we're not in the business to do that, are we?

Want to know more about creating a successful Process Service business? Follow this blog to learn how it’s done.  Also, check out The Business End of Process Service – Running a Process Service Company from the Ground Up”, available in hardcopy or Kindle edition on Amazon.com. http://www.amazon.com/Business-End-Process-Service-ebook/dp/B008E8RBHK/ref=sr_1_8?s=books&ie=UTF8&qid=1407774550&sr=1-8&keywords=bob+hill. Also available is CounterSpy, The Industrial Counter-Surveillance Manual, http://www.amazon.com/CounterSpy-Bob-Hill-ebook/dp/B00BTJYU1Q/ref=sr_1_3?s=books&ie=UTF8&qid=1407774644&sr=1-3&keywords=counterspy/  

So You Think You Want to Start a Process Service Business

Congratulations! From my perspective you’ve made a very wise choice. Serving process can be very lucrative, for both the process server and the process service business. If you are just starting out, you will most likely be both.

If you enjoy routine, knowing everyday what you have to do and what hours you will be working, this business is probably not for you. However, if you like working in an area that can be fun, rarely boring, hardly routine, somewhat flexible and potentially lucrative this may be just the business for you. Investing very little in time and money, compared to other careers and business opportunities, you can grow your Process Service business as little or as large as you would like. As such, you could pick up some extra spending money, make a solid income, or take it to the max. It’s all up to you just how far you go, as with any start up. It may be cliché, but persistence pays off.

With a little motivation, a willingness to invest some time and a minimum amount of capital you can be opening the doors to your process service business. Other pluses to this business is you have no inventory to track or keep on hand, no manufacturing required, nothing to invent, patent, copyright or mass produce. Again, all it takes is your time (however much or little you want to invest), a little cash and the persistence to see it through.

Want your own business, but can’t quit your current day job? Process service is the type of business one can start up part-time, while still working that full-time job. Simply put for the effort in just a few hours after work and you can probably make as much money in those few hours as you did the entire day at the full-time job.  Another plus? You’re the boss. You decide which assignments to take and often when to complete them and how to complete them.

Want to know more about creating a successful Process Service business? Follow this blog to learn how it’s done.  Also, check out The Business End of Process Service – Running a Process Service Company from the Ground Up”, available in hardcopy or Kindle edition on Amazon.com. http://www.amazon.com/Business-End-Process-Service-ebook/dp/B008E8RBHK/ref=sr_1_8?s=books&ie=UTF8&qid=1407774550&sr=1-8&keywords=bob+hill. Also available is CounterSpy, The Industrial Counter-Surveillance Manual, http://www.amazon.com/CounterSpy-Bob-Hill-ebook/dp/B00BTJYU1Q/ref=sr_1_3?s=books&ie=UTF8&qid=1407774644&sr=1-3&keywords=counterspy/  

Networking Your Ideal Process Service Client

It’s important to understand your ideal client for your process service business. Have you taken the time to identify who that is? Do you even know where to begin? Think about your existing clients and start from there. Who do you have the best rapport with? Who pays on time, every time? Who gives you the best assignments? What are the traits of this / these client(s)?

More likely than not, your ideal client is a legal assistant aka paralegal. I discussed this in the previous blog, but let’s go deeper.

Paralegals handle a multitude of tasks associated with the legal cases in the law firm, including contacting process servers. She/he generally has an associate’s degree or a certificate in paralegal studies, although some may possess a bachelor’s degree and/or be on the job trained. I’ve learned that many of the LAs I’ve worked with are in the mid-30s and hard workers. The 2015 National Utilization/Compensation Survey conducted a survey of paralegals in which they received 1069 responses. 5% were male, 94% female (I guess the other 1% didn’t specify) and the average age of the participants was 48 According to the Bureau of Labor Statistics paralegals and legal assistant positions were projected to grow “17% from 2012 to 2022, faster than the average for all occupations”.  What this means is that there will be a lot of “ideal clients” from which to choose.

How do I get and keep an ideal client? Three important words – build a relationship with this person. That doesn’t mean bombard them with marketing literature about how your process service business is the best, because every other process service business will want to tell them the exact same thing. How many other PS businesses will take the time to build a relationship with them?

As I stated before, the important thing to remember here is that your ideal client is a person, not a business. Get to know this person as a person. Be friendly. Just be sure you don’t get creepy friendly, keep it professional. Send a holiday card, stop by with some chocolate or baked goods, or if you know they’re health conscious bring a basket of fruit.

There are numerous associations dedicated to paralegals. For a complete list see www.hg.org/assistants-assoc.html.

·         International Paralegal Management Association

·         American Alliance of Paralegals

·         NALA – The Association of Legal Assistants/Paralegals

·         NALS – Association for Legal Professionals

·         National Federation of Paralegal Associations

·         State specific Associations of Paralegal

·         City specific associations (i.e., Alamo Area Paralegal Association)

·         Etc.

My suggestion to you is to find the local association and become an associate member. Attend and/or sponsor events as allowed. Become someone that they know they can rely upon. Be a good business friend.

For more information on marketing and running your business, check out my book; The Business End of Process Service, Running a Process Service Company from the Ground Up. http://www.amazon.com/Business-End-Process-Service-ebook/dp/B008E8RBHK/ref=sr_1_8?s=books&ie=UTF8&qid=1407774550&sr=1-8&keywords=bob+hill. Also available is CounterSpy, The Industrial Counter-Surveillance Manual, http://www.amazon.com/CounterSpy-Bob-Hill-ebook/dp/B00BTJYU1Q/ref=sr_1_3?s=books&ie=UTF8&qid=1407774644&sr=1-3&keywords=counterspy/  

Know Your Target Market

You know what you’re looking for, it’s that big ole’ buck. You know, the one that keeps evading you season after season.  You have got your weapon of choice, your ammunition prepped, you are dressed appropriately and ready to go. You have set the feed out, but no matter how hard you look he just doesn’t show. Then one day you’re out on the trail, when you see two hunters, one already with his trophy. You watch them carefully. They seem to be doing everything you’re doing, except this guy sets out kernel corn, not the popcorn that you’ve been using to lure your target. You watch while a buck wanders over to check it out and wham the trophy is his.  Ever feel like that in your business?

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You think you’ve done everything correctly to market your process service business. You have placed all your ads, handed out business cards to every attorney you know, your social media sites have been populated with written or shared informational and/or fun posts with all the latest, greatest news you think attorneys would want to hear. But your phone is not ringing quite as often as you’d like. Maybe you need to rethink your target market.

Yes, attorneys are your end users, the ones who foot the bill, who keep process servers employed. Your target market, however, are the ones who hire you to serve process. These people are your true clients.  And if you want to have a successful business you should know all you can about your clients. Learn how to maximize this knowledge. Understand the needs of your client; sharpen your mind to appreciate these people, individually an d as a group, and the value they bring to your business.  

As a process service business, you are most likely going to be dealing with legal assistants; secretaries, paralegals and legal assistants. So what do you really know about this group of individuals? I mean besides the fact that they work for attorneys. What is their age, are they mostly female or are there any males in this group? My experience has taught me that for the most part a legal assistant is female, mid 30s with a paralegal background.

Okay, so what can I do with this knowledge?   

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First, make it a point to get to know the person. Don’t think of them only in terms of what they can bring to your business. Think of them as a person who works as hard as you do and who, like you, wants to be appreciated for their efforts. Then appreciate them. Drop them a card (not an email) telling them to have a nice day, nothing more, nothing less. Occasionally, think about including a $5.00 coffee house gift card. Pay them a friendly visit. I was in the neighborhood and thought I’d drop by and say hello. Be careful not to get too friendly or become stalker-like. Be professional, be genuinely nice. Occasionally, bring them some donuts, chocolates or something similar.

What will this accomplish you ask. The answer is a business relationship.

When you do business with someone it is usually because you, or someone who has referred you, have a relationship with someone in that business.  So your first steps to a solid connection with your target market are:

1.      Know who your target market is and understand as much about them as you can.

2.      Build a relationship with the members of your target market.

Next, how to network with your target market.

Thanks for reading. I always appreciate any and all comments.

Looking for more? Check out my two books; The Business End of Process Service, Running a Process Service Company from the Ground Up or CounterSpy, The Industrial Counter-Surveillance Manual, both available on Amazon.com

http://www.amazon.com/Business-End-Process-Service-ebook/dp/B008E8RBHK/ref=sr_1_8?s=books&ie=UTF8&qid=1407774550&sr=1-8&keywords=bob+hill and http://www.amazon.com/CounterSpy-Bob-Hill-ebook/dp/B00BTJYU1Q/ref=sr_1_3?s=books&ie=UTF8&qid=1407774644&sr=1-3&keywords=counterspy/