Bearing in mind that in most general practices the 60:20 rule applies ­ 60% of the revenue comes from 20% of the clients ­ the loss of a major client can make a serious dent in profits. As few conduct exit interviews with departing clients, the real reason for their defection may never become apparent.

But why wait until it is too late before finding out what clients think of you? Losing business can be caused by a host of preventable reasons. If the problems are discovered and remedial action taken quickly the client can be saved. Conversely, a happy client should be encouraged to recommend new clients to the firm.

For some reason many practitioners are reluctant to ask clients for an honest opinion about the firm, its people and the services. It is almost as though they are afraid of a poor report. But if it is bad news surely it is better to find out while there is a chance of doing something about it?

This is why some firms send out client satisfaction questionnaires. Often they are included with the client’s annual report and accounts so they can be returned with the signed-off copy. Using this tactic, the return rate is usually well in excess of 75%.

Some clients who, because of the nature of the work the firm undertakes for them, or because they have a particularly close relationship with individual partners, need to be approached differently. One would hope that in such cases the client would not hesitate to comment on performance, but this should not be taken for granted. Some niggles that could seem petty if considered in isolation, can be addressed as part of a general discussion on work and service. Partners need to make an effort to discuss the firm’s performance with their most important clients at least annually.

Where the work involved is project based the firm’s performance should be discussed at the end of the work, or send a questionnaire to them as soon as possible.

So what do you need to know? The relevant points can be covered in a dozen questions on a single A4 sheet asking how the firm performs in the following key areas:

Finally, the all important question: ‘Would you recommend our services to friends or business colleagues?’ This is an invaluable opportunity to open the door to new referrals; the lifeblood of any practice.

There is no downside to client surveys as they give clients the impression the firm cares about them, their business and their opinions; provide an opportunity to address problems and help generate new business. Everybody wins.

Phil Shohet is a director of Kato Consultancy