Welcome to The Pulse,
the InterAction Blog.

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.

The CRM market in the legal sector has seen some significant changes this year. Technology vendors are taking different approaches – from launching new products and expanding into new niches to engaging in M&A activity to strengthen their presence.

It wouldn’t be far-fetched to say that CRM systems in law firms are as widely deployed as other business critical systems – accounting and finance, practice management and so on.

At its most fundamental level, business development (BD) is about building and leveraging relationships that will result in business for a firm’s lawyers. For the firm’s Partners, winning new business will have a strong bearing on their remuneration.