Focus Groups—Are You Afraid of What They Might Say?
|
Source: Practical Accountant Focus groups usually include business leaders and clients who meet once to provide insight into your firm. Focus groups, can also be continual. While referrals often result from the deliberations of focus groups, that should not be the primary objective. Groups of up to 10 are manageable according to Allen Boress (www.ihatesellinginstitute.com). Boress further advises not to include solely A clients. Randomly select a cross section of clients. If you listen to advice from a focus group and fail to act on it, the focus group will serve as a source of embarrassment. If you have included business leaders, your embarrassment will extend not only to your clients, but to the entire community. What questions should you ask? Jeff Pawlow, CEO of The Growth Partnership in St. Louis suggests asking, in a series of questions, how the participants would describe their “dream relationship” with the firm. You can use qualified internal people to lead the focus group, but the main advantage of that seems to be cost savings. Many consultants and marketing directors recommend third party facilitators. Outside facilitators can cost up to $5,000. But they can be objective, and participants are likely to be more open with them. Ruth Dumesic, director of business development for Suby, Von Haden & Assoc. in Madison, Wisconsin says an outside facilitator can be more independent when asking questions about the firm. She suggests using a market researcher from a local university, or a research consultant. A good facility adds to the cost. Having a one-way glass allows observers to be out of the room. Focus groups have led to the following:
Accounting firms tend to avoid learning about their poor service, but they will find out when it’s too late. From Practical Accountant, November 2005. For the complete article, click on the following link: http://www.webcpa.com/article.cfm?articleid=15941&;pg=pracacc. |
|
|