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Learning Through the Looking Glass

NCJ Number
109038
Journal
Security Management Volume: 31 Issue: 2 Dated: (February 1987) Pages: 61-66
Author(s)
A B Doppelt
Date Published
1987
Length
6 pages
Annotation
To develop and grow, investigative firms must analyze their employees, their clients, and their management.
Abstract
They should consider the training and experience of their employees, as well as the employees' presentability, sources of motivation, and areas of particular expertise. The next step is to analyze potential pools of client sources. The traditional pools are attorneys and law firms, service organizations such as insurance companies and financial institutions, businesses and corporations, governmental units, and law firms. Law firms form the largest client pool. Businesses usually pay the highest hourly rates, and governmental agencies the lowest. Factors to consider when deciding on the firm's major clientele are the firm's capabilities, the types of fees needed, the competition, the firm's regional or national capabilities, and the methods to be used for obtaining clients. The final area for analysis is the firm's management. Time and expense controls are important, as is a review process and effective marketing. Case examples from the experience of the National Investigative Services Corporation, formerly the United States Security Service Corporation.

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