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Key Account Management – Blog Series

By Tennille Roache

Nov. 5, 2019

With changing dynamics and business models in the legal sector, Key Account Management (KAM) in firms continues to have a central business development objective. Increasingly, our Client Advising Team are working with several clients to help them devise a methodical approach to this discipline, which is in fact a fundamental part of any CRM programme. In this blog series, our APAC Client Advisor; Tennille Roache explains how to articulate the key components of a well thought through and consistent key account management programme.

Tennille Roache

Tennille has worked in business development and marketing for professional service organisations for over 12 years in various roles. These include event management, digital communications and business development operations. For five years, she focused specifically on InterAction, working with business development executives to align the database to business planning, key account programmes and marketing strategies.

Tennille also specialises in repositioning misunderstood (or failed) systems with business development teams and partnerships. At Lexis Nexis, she works with business development teams to adopt marketing and client relationship management techniques managed centrally through InterAction, to support the growth of professional service firms from domestic, office centric environments to connected global organisations. By aligning systems to firm goals, she helps firm increase user adoption within the fee earner community, ensuring the system speaks specifically to each lawyers needs and objectives. Her aim is to help streamline your processes and successfully report client growth, value add and return on investment back to the business.

Read More View All Posts by Tennille Roache

Review and Reflect to Keep Your Key Account Management Programme Relevant

By Tennille Roache

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!

Don’t Throw the Baby Out with the Bath Water – There’s Another Way to Facilitate CRM Adoption

By Fiona Jackson

Often, CRM adoption isn’t a success in firms, not because of the technology system in use, but because users don’t appreciate the value the discipline can provide them. Time and again, I hear about firms wanting to ‘change’ their CRM system. What they need to do is ‘change’ the perception and positioning of the discipline so that it becomes relevant to the organisation.