Managing contacts in InterAction can become an almost overwhelming task for many law firms, especially medium sized organisations, who may have very limited resources from a data management perspective. Bigger firms too sometimes face challenges due to the very large volumes of contacts in the system. So, either way laying out the borders is vitally important.
The first step is to review your approach to contacts. Consider the following:
- Do you manage every contact with the same level of effort – i.e. are all contacts are equal?
- Do you retain every contact from day one or do you regularly archive contacts to reduce the number of contacts in the system?
- Do you review the data held in the InterAction system to make sure that additional fields are still worth having and the security associated with them is appropriate to make sure that the right information is being seen by the right people in the firm?
- Do you use the number of contact types to identify increases or decreases in, say Key Clients?
- Do you have clear and agreed criteria that define a contact as a Key Client or a Key Prospect?
All of these and more can help you to manage the borders of your InterAction system and make it easier to navigate, search and use for the benefit of the firm.
Cultivate the roses
InterAction can track and communicate important information about contacts in general, but following the Pareto principle (i.e. roughly 80% of revenue comes from 20% of clients), more effort in terms of data quality and additional information should be applied to your firm's most profitable clients. This focus alone can help your firm stay on top of the most important contacts in your InterAction system and reduce down the noise.
Professionals find it easier to focus and stay informed about their most important clients allowing them the time and opportunity to adjust their approach and deliver better overall service, which often improves Key Client retention. In addition, your firm can use the information collected in InterAction to implement targeted key client service initiatives, such as:
- Focus on your firms most 'at risk' Key Clients, building processes and initiatives to strengthen your relationships to retain them.
- Develop Key Client teams that meet on a regular basis to discuss how to provide superior Key Client service and maximise Key Client revenue.
- Target specific initiatives at these clients such as high-level events or 'meet the Managing Partner lunches' for key Clients and Prospects.
Remove the weeds
Once you have this clear focus and clarity on Key Clients (Tier 1), you can gradually look to expand into Tier 2 and Tier 3 Key Clients and Prospects. Importantly, you can start to decide which clients you feel are simply no longer profitable for the firm or those that lack the criteria for becoming Tier 1, 2 or 3 clients and take appropriate action.
The major point here is focus…less can be more when it comes to InterAction contacts. InterAction can help support your initiatives and make sure that Key Clients are always front and centre in the firms thinking.
We will be discussing these areas and more at InterAction Share 2017 on 8th June. If you are an InterAction user and haven't registered for the event, here's the link: ow.ly/UdY930bfF6t. The InterAction team is looking forward to seeing you there!