The Pulse

As 2020 closes, and what a year it has been, it is important to embark on disciplined planning for key processes and technology of the firm.

As someone that has worked in law firm CRM and marketing for many years, it is no surprise that I would author a blog with this title. We all know how important it is to create and maintain our networks – but how is it different in these challenging times?

With changing dynamics and business models in the legal sector, Key Account Management (KAM) in firms continues to have a central business development objective.

Do you know if your firm’s key account management programme is genuinely working? The only way to know is by regularly reviewing and reflecting on the programme – and making changes where needed. No plan or programme is ever set in stone or static!

So, you have structured your key account management programme, carefully qualifying the clients and setting specific objectives for each of them – be that increasing revenue, introducing the firm to new areas of the business, retention, adding value and so on.

With changing dynamics and business models in the legal sector, key account management in firms continues to have a central business development objective.

At the last InterAction Share conference held in London this year, on being asked 'What are the top three things InterAction does for your firm?'