Join Graham Archbold, Joanna Gaudoin and James Markham for a free webinar discussing: the importance of generating demand and pricing to sustainably grow a legal practice; practical tips on how to successfully develop new business; and what clients are asking from their firms.

Published in the March/April 2026 edition of Professional Marketers Magazine, this article explores how Stone King is using client listening to help shape its next phase of growth. It profiles a firm with a distinctive purpose-led position, a new leadership direction and a clear commercial ambition, including plans to grow revenue significantly over the next five years.

Survey geeks and research-curious folks may enjoy the Bartleby column in this week’s The Economist, which looks at the secrets to a good employee survey.

In this interactive session, Graham Archbold, Founder of Chorus Insight, will share benchmark data from dozens of professional services firms along with insights taken from hundreds of interviews with c-suite buyers.

HaysMac, a top UK accountancy and tax firm, serves a broad range of corporate, social purpose and private clients from its London headquarters. With ambitions for significant organic growth, the firm recognised the need for a structured client feedback programme – one that would not only support client retention but also identify opportunities for service improvement and inform strategic priorities.

Designing questionnaires, then collecting and analysing data are the relatively easy part. Changing behaviours and embedding a feedback culture, that’s the hard bit. And so this newly published HBR article is useful as a blueprint for organisational change. Rather than aiming to inform and inspire with communication campaigns and training, instead researchers have turned to behavioural science to create the ‘4T model’.

“I’m interested in stats and data, but also how that contributes to organisations making change. It isn’t just about staring at pictures and pie charts, but rather how these impact firms as they navigate an increasingly volatile economic sector.” That’s Dr Martin Jost , our Data Analyst at Chorus. Martin works with the data we extract from feedback interviews and surveys, performing statistical analyses to create actionable insights for our clients. “Leaders have to base th

Ask ten partners what the market thinks of their firm and you’ll get ten confident answers – all different. Without data, brand perception is a hall of mirrors: distorted, flattering, and unreliable. Yet brand isn’t a mystical force that can’t be quantified. Outside professional services, brand equity is recognised as a measurable commercial asset that’s a key item on the balance sheet. There’s evidence that there is movement in that direction – there’s an interesting example

How Penningtons Manches Cooper equipped its team to deepen key client relationships.

A billboard with artfully curated imagery, a clever strapline, and your firm’s logo in the corner. A laser-targeted digital campaign that buyers can’t seem to escape. Etching your firm’s name in bold type onto the local football stadium. To most partners in professional services, these are baffling indulgences. None have heard of Byron Sharp or John Dawes, let alone taken a Mark Ritson course. Explaining the rationale for brand investment is less like herding cats and more l

It’s easy to assume what drives client loyalty and successful cross-selling. However, fresh research with buyers of professional services shows that top-performing firms are doing something measurably different. In this interactive session, Graham Archbold will share benchmark data from dozens of firms and insights from hundreds of interviews with C-suite buyers. You’ll uncover the tactical tweaks that make an outsized difference to service experience; what truly drives clien

Research into senior in-house counsels’ needs and the latest trends in how they manage law firm relationships.

At one estimate, there are currently 505 Gen AI solutions vying for the attention of buyers and sellers of legal. As delegates at LegalTechTalk 2025 discovered, distinguishing real progress from hype is still a challenge. Last week’s London conference convened lawyers and technologists, along with the odd VC investor for what has become a leading event in the legal innovation calendar. With 112 technology exhibitors, the two-day event gives lawyers a platform to scrutinise ne

A new book by Graham Archbold, founder of Chorus Insight, offers marketers and business development professionals a practical guide to designing and running effective client feedback programmes. The book addresses the common objections, internal politics, and operational blind spots that often derail client listening efforts. It reframes feedback not as a reporting exercise, but as a strategic tool for deepening relationships, improving value propositions, and driving growth.

In professional services, listening is currency. Clients offer insight not just into what they think of your work, but how your firm is perceived, how relationships are evolving, and where future opportunity (or risk) lies. Internally, the same applies: listening well is a competitive advantage. But new research suggests most leaders, despite their best intentions, are not as good at it as they think. A meta-analysis of 117 studies, published in Harvard Business Review , ide

New research in the Journal of Consumer Research describes how critical feedback helps with your clients’ blood pressure as well as your bottom line. One study, as part of the project, used machine learning to analyse 22,983 negative reviews of airlines. It found that the odds of recommending the airline went up 5 to 10 times when the review included rational as well as emotional criticism. People who are aware of the flaws in a service will still recommend, albeit with cave

Graham Archbold joined Maddie Platt on the Conscious Solutions Podcast.

Here’s a behind the scenes of our internal reporting console with last year’s feedback. In the open-ended comments, there was useful constructive criticism (which we very much welcome!) We addressed each at account-level but our broader improvement actions this year are to: Provide more clarity on our service offering, along with a breakdown of fees and background of the delivery team (be less ‘mysterious’!) Ensure fast and reliable turnaround of reporting (for example, e

Will this be the year you'll launch your client listening programme?