• Call & Letter Campaigns
• Legal Strategies
• Debt Negotiation & Payment Management
• Skip Tracing I Asset Validation
• Liens & Garnishments
"We provide a total service, which encompasses far more than just "collections."
ACS utilizes the industry performance recovery rate benchmark of 20% over a 12-month cycle. We design our collection practices to meet and exceed this benchmark. We provide a Monthly Performance Report that measure this rate and if ACS is under the 20% performance recovery rate, we will discuss and present a corrective action plan to you. We typically achieve rates of 25% to 35% for our Clients.
ACS Commitment to Excellent Client Services
Recognizing that quality of service is just as important as collection performance; ACS starts with an in-depth analysis of each and every individual client’s specific needs, requirements, and goals. We also explore each client’s “wish list” in terms of what, in a perfect world, they would like to see from their agencies that they are just not getting. We also explore each manager’s concerns for their departments. With that information, we set about the task of organizing ACS service around each individual client's current and future needs. Client-driven change management became a necessary core competency that is an essential element of our corporate culture.
Improvement requires change. One of the essential elements of our commitment to managing change in a positive way both for ACS and for our clients, is our established methodology and approach for continuous quality improvement and change management.
In order to get a new project off to a good start, open, three-way communication is vital:
• agency to client
• client to agency
• agency management to supervisors and staff
Without a clear understanding of your definition of success, it is impossible to build a pro-active, responsive service around your needs and requirements. One of the most common issues our clients tell us they face with other agencies is that those agencies’ success factors are defined by the agency's definition of success, not the client's. This flies in the face of everything we believe in regarding what it means to be in a service business.
Goals and objectives are established with each client for each change initiative. Often, we start with the goal / objective and reverse-engineer the process to build a step by step process to determine what is specifically required to achieve those objectives, with action items, time lines, and assignment of ownership to the manager or supervisor responsible for each aspect of the process.
Time frames are tied to each goal and objective, and then a time-line project plan is built from the end point backwards.
Excellent communications and "transparency" are essential to a meaningful quality partnership. All aspects of the client service plan for each client are reviewed with everyone affected. Change is not treated on a need-to-know basis. When everyone understands the plan as a whole and both our client's requirements and preferences, they understand the wider significance of their tasks and feel commitment to the plan as a whole. As a result, they contribute their parts with greater enthusiasm, a sense of direction, and a sense of ownership of the change and its results. Often meetings are followed up with team workshops to augment training.
Pro-active vs. Re-active Service
We have experienced great success by adapting a pro-active mindset to our approach to client service. Our team will maintain regular dialogues with your management team to discuss the quality of service they have received from ACS in the previous month, and is responsible for follow-up with each department during the month to evaluate each department’s performance, and address any potential deficiencies or areas for improvement.
Our Client Relations Manager is responsible for the integration of Client Service and Operations with the needs of our clients, meeting regularly with our clients to discuss the quality of our service, both current and future needs of the client, and how we might best apply our resources to the client’s needs. This often results in new client-specific programs or initiatives that might otherwise never have been developed.
Frequent and accurate assessment of performance is essential to ensure that the services you are receiving are effective. Simply producing numbers and reports at regular intervals is not enough. We believe that we must assess less tangible factors as well, such as effectiveness of service and communications, and evaluate everything against our client’s total definition of success. Our clients expect superlative performance for the long-term. This means that momentum must be maintained for the foreseeable future. To sustain momentum, ACS combines ongoing education and training, not just in specific tasks or techniques required, but in interpersonal skills such as leadership and team building as well. Contests and other motivational tools are also a regular adjunct to every project or client-dedicated team.
No matter how good we are – we believe that is always room for improvement. As an antidote to complacency, we have developed a proprietary system of organizational self-appraisal under categories such as:
• Client Satisfaction
• Use of Resources
• Employee Morale
• Competitive Performance
• Debtor Satisfaction and Complaint Prevention
Points are scored in each area. An aggressive, pointed critique process is followed by open discussion and review. Teams are rewarded based on scores achieved, and shortcomings or areas of potential improvement are attacked by all effected personnel.
Communications and Training
As stated earlier, this is a three-way street, Training, Implementation, and Quality Assurance. Training is the centerpiece for any change program. ACS has a client-specific training module that is part of our regular training program, in which each and every employee that will be involved with that client receives training specific to that client.