uires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “hig

A general counsel of a large international consulting firm told us about his experience talking to an interviewer who had called to discuss his satisfaction level with his outside law firm. He had been using the services of a “high end, expensive” law firm out of New York.

We asked if the interview questions allowed him to speak about all the issues that were on his mind regarding his relationship with his lawyers. His response was, “There were many small things that had been bothering me about our law firm but none that I thought were big enough to discuss with them. This interview allowed me to get some things off my chest.”

That’s interesting, but his next comment floored us. “I know now if those issues had gone unchecked I may have gotten to such a level of annoyance I would have shopped for another law firm.” That’s pretty explosive. In other words, if his high- priced law firm had not taken the initiative to determine the loyalty levels of their key clients, they wouldn’t have known about accounts that were silently in jeopardy.

He told us he would not have responded to a traditional survey!

When we talk to our clients’ customers, we know we must ask the questions that allow the customer to respond with information that will be of value to our client. In the previous story, the upper management in the law firm can now act on information that’s of significant business value. We won’t argue, by the way, that they used the most effective method of gaining real information about what resides in the heads of their customers. People respond well to personal interviews using open-ended questions that allow them to use their own words. It’s those very words and thoughts that must be captured, not the responses to questions created by survey designers.

Speaking of surveys. If your company surveys your customers regularly, don’t be mislead into thinking that you understand what is in the heads of your customers. There is a difference between gathering information and allowing people to vent, which requires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “high

t none that I thought were big enough to discuss with them. This interview allowed me to get some things off my chest.”

That’s interesting, but his next comment floored us. “I know now if those issues had gone unchecked I may have gotten to such a level of annoyance I would have shopped for another law firm.” That’s pretty explosive. In other words, if his high- priced law firm had not taken the initiative to determine the loyalty levels of their key clients, they wouldn’t have known about accounts that were silently in jeopardy.

He told us he would not have responded to a traditional survey!

When we talk to our clients’ customers, we know we must ask the questions that allow the customer to respond with information that will be of value to our client. In the previous story, the upper management in the law firm can now act on information that’s of significant business value. We won’t argue, by the way, that they used the most effective method of gaining real information about what resides in the heads of their customers. People respond well to personal interviews using open-ended questions that allow them to use their own words. It’s those very words and thoughts that must be captured, not the responses to questions created by survey designers.

Speaking of surveys. If your company surveys your customers regularly, don’t be mislead into thinking that you understand what is in the heads of your customers. There is a difference between gathering information and allowing people to vent, which requires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “hig

t were silently in jeopardy.

He told us he would not have responded to a traditional survey!

When we talk to our clients’ customers, we know we must ask the questions that allow the customer to respond with information that will be of value to our client. In the previous story, the upper management in the law firm can now act on information that’s of significant business value. We won’t argue, by the way, that they used the most effective method of gaining real information about what resides in the heads of their customers. People respond well to personal interviews using open-ended questions that allow them to use their own words. It’s those very words and thoughts that must be captured, not the responses to questions created by survey designers.

Speaking of surveys. If your company surveys your customers regularly, don’t be mislead into thinking that you understand what is in the heads of your customers. There is a difference between gathering information and allowing people to vent, which requires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “hig

heads of their customers. People respond well to personal interviews using open-ended questions that allow them to use their own words. It’s those very words and thoughts that must be captured, not the responses to questions created by survey designers.

Speaking of surveys. If your company surveys your customers regularly, don’t be mislead into thinking that you understand what is in the heads of your customers. There is a difference between gathering information and allowing people to vent, which requires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “hig

uires specialists (like Davis, Kingsley & Company).

Surveys collect point-in-time responses using pre-determined answers. However, it’s difficult and sometimes impossible to find out how to improve business performance in any area. You might get information about what’s broken but unless a company lets customers express their own thoughts, they won’t have solid information on what and how to improve things. Surveys have limits on the value they can offer. Upper management should know this.

The “high-end law firm from New York” dodged a bullet by finding out what’s in their blind spot. The cost of not asking or not knowing could have lost them a great deal of business. Ask the right questions, allow customers the freedom to speak their mind and analyze their feedback to be of solid value to make improvements.

Does your firm have a process to capture what resides in the thoughts and minds of your key clients? Can you afford to leave it unattended?