Strategies for planning and executing a satisfaction survey

Strategies: The Journal of Legal Marketing, August, 2008 by Jeffrey A. Miiller

Lawyers often mistake a lack of complaining from clients as a sign of satisfaction. Yet, research by Tarp Worldwide shows that most consumers of professional services will not express dissatisfaction--they just leave. For every client who complains, there are 26 others you will not hear from. Ten of their friends and associates, however, will hear about their unhappy experience.

In this uncertain economy, confirming and enhancing client satisfaction is crucial for your firm to stay competitive.

A client satisfaction survey, when implemented strategically, dramatically strengthens client loyalty and uncovers new business opportunities.

Here are some practical strategies to planning and executing satisfaction surveys.

Pick the "Right" Clients

Any survey effort requires time and resources, so prioritize your list of candidates wisely.

Top-tier clients

Clients that generate the largest source of revenue for your firm are the easiest to identify. As the bulk of your business, it is imperative you ensure that their expectations are met and demonstrate you are constantly thinking of ways to improve service.

Growth-potential clients

Many lawyers find it uncomfortable to pitch other services to a client when the client has not expressed a need. Conducting a satisfaction survey can help clients realize--and verbalize--that they have additional needs. This opens the door for the attorney to comfortably discuss how the firm can be helpful.

Well-connected clients

Some of your current clients sit on boards of trade organizations and charities that are target-rich environments for new clients. Others are simply good networkers. Yet, many lawyers are uncomfortable asking their clients for an introduction out of the blue. Positive survey results will make it easier to broach the topic of referrals and introductions.

The marketing professional overseeing the survey should ask lawyers in his or her firm to identify clients from the aforementioned categories. This will help the lawyers get clarity about their client service and business development goals with each client.

Tip: Law firms often make the mistake of selecting clients whom they suspect are dissatisfied. Rather than ignore such cases or hide behind a survey, the servicing partner should immediately pick up the phone, discuss the matter and resolve the issue.

Crafting Questions that Get Results

Once you have chosen your clients, the next step is to create your questionnaire.

Create satisfaction questions, not marketing questions

Many law firms conduct surveys that are labeled "satisfaction surveys" when, in fact, they are marketing surveys. It is deceptive to say that your intention is to get feedback on your service and then ask questions about your firm's marketing or, worse, ask for more business. This should be done after you have confirmed satisfaction, not during the survey.

Create questions that reflect your differentiation

In today's competitive market, it is important to remind your clients of the specific standards that make your service superior. Ask about your responsiveness or ability to explain complex legal issues or accuracy. Make sure these standards are met, and confirm in the client's mind the superior value you bring.

Keep each question fewer than 20 words

Succinct questions lessen the chance that the client will have to re-read or have a question repeated to them.

No leading questions

A leading question attempts to guide the client's answer. For example, a question should not ask, "Wouldn't you say our firm meets deadlines consistently?"

No double negatives, abbreviations or slang.

You do not want your clients to lack clarification. Avoid abbreviations, acronyms, jargon and slang.

Keep the length of the survey fewer than 12 questions

Demonstrate that you value your client's time. Your hope is that the client will provide in-depth feedback and be open to discussion (so, set aside time to accommodate them in this event). But some clients won't or can't go into great detail. So, the maximum time to complete the survey should not exceed 15 minutes.

End with an open-ended question

An open-ended question gives the client the opportunity to express any final thoughts. Asking, "What can we do to be of better service to you?" is a highly effective way to uncover issues that have not been discussed.

Methods of Implementation

Once you have created your questionnaire, the next step is to decide how and who should execute the survey.

In-person interview

A face-to-face review demonstrates a serious commitment on your firm's part. It also provides an opportunity to discuss issues in detail, show empathy and strengthen the emotional bond with your client.

Because this method requires more time and money, consider reserving this for your top-tier clients. Also consider that some clients may be less candid in front of the servicing partner or another firm representative. Or, the servicing partner may not want to do the interview. To allay this concern and demonstrate an unbiased survey effort, many law firms hire an outside consultant to conduct interviews.