Tech Partner Talks: Putting the Right Teams in Place

In our earlier Tech Partner Talks, we shared questions to ask your tech vendor and why their answers matter, talked about the importance of law firm experience and why it’s important to know how many people are actually using the product, and the importance of understanding what happens when the implementation is finished. And while each of these talks is focused on helping you find the right partner, in this session we’ll look at both sides of the partnership — the one between vendor and firm. As always, you can find the full session as well as the earlier sessions in the Resources section of the ContactEase website.

Building the right internal team is just as important as selecting the right outside partner. You’ve heard it dozens of times if not more — it’s about the people and the processes not jus the platform. And it’s true! Including the right people from the start will help ensure buy-in for your project and keep it moving forward.

As Director of Client Services at ContactEase, Amber Elliot leads the implementation team – this means she works with clients from the start. It means working with firms rolling out CRM for the first time as well as transitioning from other products and overcoming failed implementations. After the implementation, she often finds herself offering guidance on best practices, providing a shoulder to lean on and works with our own internal teams like training and support to ensure clients receive relevant and useful content.

So, what does a successful implementation look like to Amber? Let’s hear from our in-house expert, “For me, a successful implementation really comes down to having the right team and a clear strategy. Identifying the right project team is a critical step in a firm’s planning process and it needs to be done early on. By the time a firms has signed a contract, they should feel pretty good about the vendor they’re partnering with and have probably met the people they’ll be working with, but often find that there hasn’t been a lot of thought given to the internal project team,” she said. Elliott finds that while most firms come into the project with a good idea of who the key team members will be often they’re surprised to hear her suggest adding or even not including others.

Depending on the size of the firm and the scope of the project, a typical project team for a CRM implementation might include:

  • Marketing & Business Development
  • IT
  • Internal Project Manager
  • Data Steward
  • Trainer
  • ContactEase Project Leads

Marketing/Business Development

When considering who to include from, you’ll want to think about how your team is comprised. How big is your team? If you’re a department of one (or even two), it’s pretty obvious that the entire department will be intimately involved with a software implementation. For larger teams, it probably doesn’t make a lot of sense to have everyone involved. When looking at who to include from the marketing and business development, your first instinct is probably to include your director or CMO. For some firms that will be the right decision, but that’s not always the case. Often times the director or CMO will be involved in the purchase of CRM, but they’re not always the best person for the implementation team because they have higher level priorities and don’t always have the time to focus on the project at a granular level. They will often entrust other members of their team to take an active role in the project and report back to them about what they need to know and what they need to do to keep things moving forward.

When you are selecting project team members, you want to make sure they are capable of understanding the higher concept ideas and the firm’s goals for the new technology so that they can translate those messages to others in the firm and ensure the identified goals for the project are being met.

Information Technology (IT)

Of course, no tech project is going to move forward without IT involvement. And it’s especially important for your IT team to understand the project’s technical requirements. For example, an on-premise solution may require more resources than something in the cloud.

Again, you might think that a CIO or director would be the good choice, but if their responsibilities are spread thin — working across multiple projects and priorities — you may want to rethink it. Questions to ask might include:

  • Who will be working directly with lawyers and others to implement the new technology?
  • Who will be answering technical questions?
  • Can the IT members of your team effectively translate the requirements to others in their department or in the firm?

Internal Project Manager

The internal project manager is probably the most important element of your team. It’s critical that you identify one member of your team as the internal project manager. This person will work closely with both the internal team and the vendor team and is ultimately responsible for the success of the project from beginning to end. Your internal project manager should be someone who isn’t afraid to ask questions, can make sure other members of the team are meeting deadlines, and has a clear understanding of the goals and objectives for the project.

Data Stewards

The data steward is the most common role we find hasn’t been allocated at the start of the project and it’s one of the most important. There are many ways to successfully fill the data steward responsibilities. Not all firms have full or even part time data stewards. Some prefer to dedicate a staff member for a couple of hours each week, others just do it where they can. There are also companies who provide data steward services, so outsourcing is an option. There are options for automated data cleanup as well. During the implementation, you’ll want the data steward involved because there will be key milestones for things like data clean up and finalizing your internal style guide. These are things that will affect the project even after the implementation is complete.

Vendor Project Team

On the vendor side, you should also have a dedicated team. Make sure the technology partner you’re selecting tells you how they staff their project teams.

Don’t Forget About Your Stakeholders

While they aren’t official members of your project team, it’s important to involve stakeholder representatives. These are people who can convey key messages about your project and the problems it will solve to their peers. They can also work as an extension of your project team – they don’t need to be caught up in the details. Keep them well-informed and make sure they’re capable of selling the product’s benefits across the firm. And just like your project team, your stakeholders should represent user types from across the firm.

For more information on building the right teams and to hear how firms benefit, be sure to check out the full broadcast on our Resources page!

Cure These Common Holiday Card Headaches with CRM

The pumpkin spice lattes have been flowing and the Hallmark holiday movies are now playing (or maybe they never stopped). For law firm marketers, this means holiday card season is here.

From selecting the right card to making sure your contacts actually receive it, it takes a team (and a whole lotta lattes) to pull it off. Without the right systems and processes in place, it can also mean a big holiday card headache! Let’s take a look at three common holiday card headaches and how CRM can help.

  • Are you struggling to find missing contact information? When you have a CRM that integrates with the systems your lawyers already know and use, you’ll always have the most current and up-to-date contact information.
  • Are you overlooking important clients and contacts? Look for a CRM platform with integrated list management functionality like ContactEase List Manager which makes it easy for lawyers to add their contacts to the right firm mailing lists for holiday cards and gifts. And when you have an integrated enterprise relationship management (ERM) solution, like ContactEase Relationship Discovery, you’ll discover important contacts that don’t make it into Outlook or CRM and better understand your firm’s relationships.
  • Do contacts receive multiple cards from your firm? If your firm lacks coordinated client outreach, a centralized database and ERM allows you to marketing touchpoints, understand the firm’s relationships, and identify who knows whom BEST to easily coordinate efforts among your professionals.

If you’re looking for a cure to your holiday card headaches, contact us to learn more!

Upcoming Webinar: Why CRM, Why Now

Join us for our upcoming webinar, Why CRM, Why Now. You’ll hear from the real experts — two law firm marketers using ContactEase to advance marketing, strengthen relationships, and help their firms win more business all year round. 

ROI: How CRM Can Boost Revenue, Case Study by Foster Swift Collins & Smith, PC – Part 2, Planning

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For our last post, we shared  ROI:  How CRM Can Boost Revenue, a Case Study by Foster Swift PC, Part 1, Need.  The five-part series will continue to focus on:  1) Need, 2) Planning, 3) Launch, 4) Benefits and 5) More Benefits.

Planning

Because Kim has a market research background, she started by asking the stakeholders what had gone wrong with the previous attempts to implement CRM and what they wanted the new system to do. In addition to surveying the attorneys, she held focus groups with support staff and brought in Chris Fritsch, who is also an attorney, to talk with key leadership about their expectations and the realities of CRM.

Doing all that helped to identify fears, pain points and needs, such as the ability to keep private any personal information put into the system (a separate notes field allows that), as well as to see who made changes to a record (an audit trail makes this possible). It also showed that about 60% of the attorneys were using Outlook to manage their contacts, which meant they were likely to use a system like ContactEase that integrates with Outlook.

Plus, involving the attorneys and support staff in the planning process helped them see how CRM could make things better, and that helped get their buy-in. With the help of several attorneys who championed the cause, Kim convinced the firm’s leaders to go with ContactEase CRM.

What’s up next  – Part 3 is the Launch…ROI:  How CRM Can Boost Revenue, a Case Study by Foster Swift Collins & Smith, PC. For the full whitepaper visit our website – http://colevalley.com/Resources.aspx

To be continued….

ROI: How CRM Can Boost Revenue, Case Study by Foster Swift Collins & Smith, PC

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Part 1 of our five-part series on ROI:  How CRM Can Boost Revenue, a Case Study by Foster Swift PC

 
Wouldn’t you like to see numbers like these at your firm?

  • $53,463 in annual savings on newsletter costs
  • 200% increase in the number of newsletters
    sent out annually
  • 700% reduction in time spent on data entry
  • $15,600 in annual savings on list management costs
  • $121,973 in fees from three new Ag Law clients
  • 149% ROI on your CRM investment

Those are just some of the benefits that Foster Swift Collins & Smith, PC, a 95-attorney law firm based in Lansing, Michigan, has realized from implementing ContactEase CRM — and that your firm can enjoy, too. Others include a more accurate and easier-to-update database of 42,000 records, the ability to readily track and manage business development activities by type, and the ability to manage client compliance with employee benefits laws and maintain related forms and correspondence.

According to Kimberly P. Hafley, Director of Marketing & Recruitment for Foster Swift, here’s why the firm chose ContactEase and what it did to realize those benefits and facilitate business development.

Need

When Kim joined Foster Swift in 2009, the firm had seven databases, including 7,000 records that were only on old-fashioned paper Rolodex cards. Entering data and maintaining records was a nightmare. As a result, many people were getting multiple copies of mailings, or mailings were returned as undeliverable. The costs were huge. For example, for one estate planning mailing that required an oversized envelope, the unit cost was $2.50. Of the 4,000 mailed, 500 came back — a waste of $1,250.

The firm had tried but failed twice to implement CRM. One reason was that CRM was totally Marketing’s responsibility, but Marketing did not have access to all information, and there was no system for getting database changes to Marketing. So if Marketing was not given a new name or address, the database was not updated. Another reason was that the CRM system was proprietary, so it didn’t interface with anything else and was the equivalent of adding yet another database. “The partners thought that all you had to do was buy a CRM program, plug it in, press a few keys and everything would magically work,” says Kim. “Of course, it didn’t.”

The catalyst for trying CRM a third time was a mailing that went to the home of an important client who had given strict instructions that nothing was to be sent to his residence.  This event resulted in a prominent senior shareholder sharing his displeasure with both Kim and the firm’s Executive Committee, resulting in approval to research CRM options.  So Kim asked a consultant that had helped her successfully update Foster Swift’s website to recommend a solution.

View More: http://benjamindavidphotography.pass.us/foster-headshots
“I was very gung-ho and thought we would be able to go all-out with CRM right from the start. But Jennifer and Chris noted that our firm had already had two failures and suggested that we slow down and take baby steps.  — Kim Hafley, Director of Marketing, Foster Swift

Kim was referred to Chris Fritsch, who consults with law firms on CRM.  Chris suggested that they look at three CRM providers, including ContactEase CRM from Cole Valley Software. Kim talked about ContactEase with several firms that use it, including Ulmer & Berne in Columbus, Ohio, Sherin & Lodgen LLP in Boston, and UHY LLP in Chicago. She was impressed by what she heard, as well as by the helpfulness of Cole Valley CEO Jeff Reade and Chief Brand Officer Jennifer Whittier in identifying what she needed to do to successfully implement CRM.

“I was very gung-ho and thought we would be able to go all-out with CRM right from the start,” Kim says. “But Jennifer and Chris noted that our firm had already had two failures and suggested that we slow down and take baby steps. We had to get clear about what we needed and get buy-in from the attorneys before we launched a new system.”

What’s up next week  – Part 2 is Planning…ROI:  How CRM Can Boost Revenue, a Case Study by Foster Swift Collins & Smith, PC. For the full whitepaper visit our website – http://colevalley.com/Resources.aspx

 

Key Takeaways for CRM Implementation

CRM - Customer Relationship ManagementHow you go about implementing a CRM system matters. To help you avoid mistakes and maximize success, we’ve put together the following list of takeaways from a peer panel discussion, key questions to ask yourself, and best practices to follow for achieving and maximizing CRM success. For more tips on CRM Implementation Best Practices and what 3 leading firms did to achieve success, download our whitepaper  – http://www.colevalley.com/Resources.aspx

Key takeaways for CRM Implementation:

  • Audit the data – where is the data, inventory the partners and lawyers Outlook contacts
  • Develop a flowchart of your communication – how many steps does it take get targeted relevant communication out the door before CRM
  • Create a Focus Group, CRM team and/or survey team members
  • Find a champion on the management team to help drive the process
  • Consider an RFP for vendor selection – look for a partner to support you through the process
  • Use a Phased-In approach to reach your goals and prioritize your objectives
  • Apply CRM to help the firm with all of your processes
  • Consider a one on one approach to training and solicit feedback for improvement
  • Celebrate victories – keep a file of your wins and share the results
  • Add a little sugar – all good decisions are backed with cupcakes and cookies.

For more on these and other aspects of CRM, please call ContactEase at 1-800-447-1212 ext 2 or visit colevalley.com.

CRM Implementation Best Practices – Part 3, Implementation

Last week we shared CRM Implementation Best Practices – Part 2, Planning and Budgeting. This is our CRM five part series:  1) Getting Buy-In, 2) Planning and Budgeting, 3) Implementation, 4) Data Management, and 5) Impact and ROI.

Part 3 – Implementation

This is where the rubber meets the road. How you go about implementing your CRM system can determine whether it is successful, as well as whether you maximize the benefits you get from it. Here are some things the panelists suggest to do or keep in mind as you put CRM to work for your firm.

View More: http://benjamindavidphotography.pass.us/foster-headshotsKim Hafley comments:

For me, the key to implementing CRM is figuring out your main goal, identifying a champion and getting feedback from staff. So if your culture is the type where your people have input into the process, they are much more likely to follow and use a system that they feel they are a part of creating.

“When you’re thinking about implementation, think about training the end users and realize that the needs of different users are probably going to be different.”  — Kim Hafley

While it’s easy to get excited about all the bells and whistles a CRM system has, it’s important and easier to be successful if you pick one feature as a goal, implement it, and then track the metrics involved that prove you were successful in realizing benefits. Then you can go on to phase two and phase three.

When you’re thinking about implementation, think about training the end users and realize that the needs of different users are probably going to be different. In our focus groups with support staff, we were able to get a good handle on what the secretaries needed to feel successful using CRM, what the paralegals needed, and what they thought the attorneys needed. This led to our doing a lot of one-on-one training. You may
think that’s not very efficient. But it turned out to be incredibly efficient for our culture because we were able to go through a checklist and make sure everyone had a core competency.

We were also able to ask how firm members thought CRM  might benefit them, or what immediate benefit they saw, whether it was being able to see what other newsletters a client might be receiving or who else in the firm might know the client. This made the training personal, so people felt more responsible for the system, and it really helped us in keeping the data clean over the long haul, because people realized how important that is.

In the focus groups we also looked at the data fields. Everybody’s got a preferred way of entering data; for example, whether they use titles or put nicknames in the name field. We told the groups that we can have only one way to enter data, and we’re not going to be able to accommodate everything. Instead, we need to find a common denominator and agree upon a standard. This exercise helped immensely, because we had dialogue and people felt involved. So if a field wasn’t what they preferred, they understood the reasoning behind it.

The other thing that helped was to appoint a data steward who enters the data not only for the marketing system but also for the accounting system, so it’s the same person. That suggestion came out of our focus groups. Implementing it made the staff feel that their concerns and ideas are listened to. So they are very “bought into” the system and continue to come up with great suggestions.

Joseph_Barb_PP (1)Barbara Joseph comments:
The one aspect of implementation I did not appreciate enough, but certainly do now, is the different levels of what I’ll call “housekeeping” that people do for their Outlook contacts. I just didn’t realize how bad some of the attorneys’ housekeeping was. One had the same person in his contacts seven times at seven different jobs. As the person changed jobs, the attorney just kept putting in a new record and never took out the obsolete entries. Even though we were very clear in our request on what we wanted people to do and share, they took the easy route sometimes.

“It really helped to be able to get on the phone with Cole Valley and ask what I should do. They had done so many implementations that I never threw anything at them they hadn’t already encountered.” — Barbara Joseph

Also, we initially felt that more was better and encouraged people to add in all of their contacts and relationships. But a lot of the older contacts were not current. That muddied up our data.

We’re more watchful now as data comes in. That’s one of the reasons we slowed down the implementation and brought in smaller groups of attorneys at a time. That helped us control the data.

As analytical as I thought I was and as much homework as I did on CRM, many times I hit a fork in the road during implementation and would have to make a decision about something I hadn’t considered. It really helped to be able to get on the phone with Cole Valley and ask what I should do. They had done so many implementations that I never threw anything at them they hadn’t already encountered. That kept me from taking the wrong fork or just being paralyzed, not sure which way to go.

OLYMPUS DIGITAL CAMERAJoy Long comments:

The first time I rolled out a CRM system, I rolled out everything at once. The problem wasn’t that firm members didn’t like CRM or that it didn’t eventually succeed, but that it was too much all at once. The main thing I’ve learned is to phase in CRM. This keeps it exciting and new, rather than giving so much information at once that people’s heads are going to explode.

This time I was able to break down the implementation process and focus on what the new users absolutely needed to know and do. Going one step at a time starts to embed the system into people’s everyday activities and teaches them something that’s simple yet helpful.  Then you can build on that.  Being realistic is key.

Stay tuned for next week’s article – CRM Implementation Best Practices – Part 4, Data Management. For the full whitepaper visit our website – http://colevalley.com/Resources.aspx

 

CRM Implementation Best Practices – Part 1, Getting Buy-In

What Three Leading Firms Did to Achieve Success

Customer relationship management (CRM) software gives accounting and law firms a proven way to boost productivity and revenue, save time, reduce marketing and administrative costs, and increase cross-selling and client retention. But many firms are still not using this powerful tool for developing and deepening client relationships because they don’t know how it works or how to get started.

To discover what goes into a successful CRM implementation, Cole Valley Software, makers of ContactEase CRM, convened a panel of marketing directors from two law firms and an accounting firm to share best practices learned in the process of identifying needs, getting buy-in, implementing a system and maximizing ROI:

  • Kimberly P. Hafley, Director of Marketing & Recruitment for Foster, Swift, Collins & Smith PC, a 95-attorney law firm based in Lansing, Michigan
  • Barbara Joseph, Marketing and Client Services Director at Bowles Rice, LLP, a 140-attorney law firm based in Charleston, West Virginia
  • Joy Long, Director of Marketing for Ostrow, Reisin, Berk & Abrams, Ltd. (ORBA), a full-service accounting and consulting firm in Chicago with 125 employees

This whitepaper presents highlights of their discussion during a webinar which was attended by representatives of 145 professional services firms.

Getting Buy-In

Most marketing and business development professionals know that their firms need and would benefit from a CRM system. But they often have difficulty getting buy-in from the management team and other firm members, usually for reasons having to do with cost and resistance to change. Therefore, identifying pain points and showing how CRM can address them is a critical first step in CRM implementation.

Here’s what the panelists said about getting buy-in from partners and firm leadership.

View More: http://benjamindavidphotography.pass.us/foster-headshotsKim Hafley comments:

Our first step was to identify what our staff members needed; the second, to give them some talking points so they could convince their attorneys that CRM would meet those needs. Also, we identified several attorneys to help champion the cause, and we hired a consultant who happened to be an attorney, which made it easier to sell CRM to our attorneys.

Doing all that made it much easier to then go to the management team and show how CRM could help us deliver better service and be better at business development. With that, we were able to get buy-in.

Joseph_Barb_PP (1)Barbara Joseph comments:

We had a database of 48,000 names that was glutted and full of inaccuracies. To show our management that we needed CRM, I printed out the 15,000 names in our database that no one owned. No one could verify them, yet 5,000 of those contacts were getting marketing materials from us.

Once the managing partner saw what was happening he said, “We have to change this.” This exercise led our management team to say “Yea, we need something different” and approved our getting CRM.

OLYMPUS DIGITAL CAMERAJoy Long comments:

I knew it would be important to understand my firm’s pain points and demonstrate how a CRM system could solve them. So I undertook an audit to figure out how things worked and learned that everything was going out hard copy and snail mail. The hope was to go electronic and expand our industry and practice-niche content and make sure it went to the right clients and prospects.

To that end, I developed a flow chart showing that our current inefficient process for delivering content to clients and prospects had 27 steps. I also did a cost-benefit analysis to show how automating the process with a CRM system could help us realize significant
efficiencies. We were using Excel spreadsheets for our database, and it took one or two days to pull and clean information for a single mailing. We were doing four or five mailings a month, so the hours involved were significant.

By doing the cost-benefit analysis, I was able to show how we could reallocate personnel time, save money, and expand our benefits. For me, that was the most persuasive argument for investing in CRM.

Plus, we had a “fortunate” disaster. When the data was pulled once for a general mailing to clients and prospects, the addresses somehow got disconnected from the names and moved down one person. So the mailing went to the right address but with the wrong name, and calls about the error started coming in. Buy-in for CRM became much stronger — and the sell much easier — after that.

Stay tuned for next week’s article – CRM Implementation Best Practices – Part 2, Planning and Budgeting. For the full whitepaper visit our website – http://colevalley.com/Resources.aspx

Are you asking CRM vendors the right questions?

Customer Relationship Management - puzzle 3d render illustration

CRM is a strategy, not a project.  Think of CRM as “your firm as it could be.” If you do not have a comprehensive plan to take you to that destination, perhaps your firm could benefit from one. And if you do have a plan but the destination remains elusive, now might be the time to review and refine your CRM strategy.

Our goal as marketers and business development professionals is to have CRM help us acquire, grow and retain profitable customer relationships to create a sustainable competitive advantage. Which CRM system is right for a professional services firm can depend on several factors including the culture. Part of the CRM evaluation process is determining which type of CRM system meets the firm’s specific needs and provides the best CRM outcomes.

Steps to CRM Success:

Get sponsorship or buy-in from the management. If management doesn’t believe in the new approach to CRM, why should the employees? Implementing CRM requires working across organizational boundaries and breaking down long-term siloed behaviors and attitudes. You can’t do that by yourself! Many times the difference between a successful CRM strategy and a huge waste of money is backing from the management from the beginning.

Build a team. Prior to developing your CRM strategy or selecting your CRM software, form a CRM project team with representatives from each practice area to make sure colleagues’ needs and concerns are addressed. Too often companies neglect to include the correct stakeholders, and the initiative fails to meet the needs of those tied to its results. Pick your CRM team wisely – everyone will need to own the customer experience. Remember in forming the team, consider people, process, and technology. In addition to marketing include a marketing or managing partner, IT director, rainmaker partner and firm administration.

Define your business objectives? Your CRM strategy must be designed with your business objectives and marketing requirements in mind.

Automate processes. Identify processes that can be automated. What is the internal process for tracking pipeline opportunities, or how do you identify and track cross-selling opportunities? How are you tracking referrals sources, alumni, lost opportunities, and prospects? How do you create reports to share with management? More importantly if you were able to automate those manual processes, what impact would those increased efficiencies have on your team and the firm?

Manage Client communication. In the day of defined marketing segmentation, CRM is designed to ensure that you are sending out the right communications to the right contacts. CRM is a valuable tool in managing client communication: newsletters, alerts, announcements, event management, holiday cards/gifts, etc. CRM becomes your centralized communication center.

When buying any new CRM system, keep it simple. Don’t buy what you don’t need. The fewer bells and whistles, the less time and money you’ll need to devote to training. People don’t like change as it is; keeping things simple only makes the implementation that much easier. And training can be a challenge if the CRM system is too much for the firm and the culture.

Make sure that you are asking the right questions when researching a CRM system?

What should CRM do for your firm? Ultimately the right CRM will help a firm to acquire, grow and retain profitable customer relationships and create a sustainable competitive advantage. During the process of defining your requirements and vetting the multitude of CRM providers, here is a list of questions to consider asking vendors.  When you are in the process of researching a CRM system are you asking CRM vendors the right questions to insure that you match the CRM platform to the culture of your firm?

  • Of your current customers, what is the adoption success rate for using the CRM system?
  • Does your company provide help with implementation or do you utilize consultants or other third parties to do the work? What is your average implementation time?
  • As a vendor how would you define ease of use?
  • Do you provide best practices guidance and training specific to Professional Service Firms?
  • Are their additional fees to the original licenses? What are the renewal fees? Are there any hidden charges that are not mentioned during the review or proposal process? What are the price increases after the sale for each year?
  • What is the turnaround time for customer service related inquiries?
  • Who owns the data and where it is housed? Who controls the data?
  • If you should part ways with a vendor, what is the process for getting your data back?
  • Do you have referenceable Professional Service Firm customers?
  • How flexible is your platform? Can you integrate with other software programs (i.e Time & Billing)? If so, what are the costs associated with integration?
  • Does the system include a pipeline management process?
  • What industries do you focus on when selling the platform?
  • How recent was the technology created and/or updated? When was the last release?
  • Will the CRM system grow with the firm through mergers and acquisitions?
  • Ask every vendor – what CRM do you use to run your business?

With 25 years of experience in working with Professional Service Firms, ContactEase CRM has a 90% successful adoption rate in over 250 law and accounting firms, with 16,000+ users worldwide. For more about ContactEase CRM Made Easy, please call 1-800-447-1212 ext 2 or visit colevalley.com.

ContactEase welcomes new law firm client…

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ContactEase welcomes new law firm client Drew Eckl & Farnham, LLP with over 90 attorneys located in Altanta, GA. http://www.deflaw.com

Data Change Tracker Add-On Module

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With Data Change Tracker, ContactEase CRM can now automatically email reports to users, displaying changes made to their contacts, and reflecting information before and after any change, including who made the edits. The report contains summary information about which contacts are shared with other users, as well as those that are unique.

ContactEase CRM products are easy-to-use and simple to manage. For more information about ContactEase Add-On Modules visit our website, http://colevalley.com/Products.aspx