whereby monopoly and competitive products are bundled for an overall discount, to the disadvantage of competitors. For as long as that situation was allowed to continue, Clear has maintained that New Zealanders would not reap the full benefits of competitive telecommunications. A national telephone survey conducted by Insight Research in February 1993 showed that 66% of the 750 people surveyed believed Telecom was taking advantage of its position with only 15% indicating that Clear was getting a fair go. At the same time, almost 70% of the survey participants attributed the benefits in price and service that had been achieved to Clear's competitive stance. Prices for toll calls had reduced by almost half since Clear entered the market. Customer service and new services With the rise of competition came the fall of toll prices and an overall improvement in the level of customer service. Clear's efficient billing system was the main driver in the differentiation process. The bills went out accurately and on time. Calls not captured within a ninety-day billing period were not charged. Business customers could choose to aggregate their call volumes from multiple locations to maximize savings while still receiving separate account statements for each location. All customers had a choice of billing cycles. There was a calculated risk and considerable cost in setting new standards of customer service. Credit was offered on a call if a customer was not satisfied. 80% of inquiries were resolved on the first customer contact. Capacity was monitored on individual routes to avoid the blocking of calls. Quality control criteria were designed which were constantly monitored to ensure a standard of service equal to the best available anywhere in the world. By June 1992, ClearCard and Familiar Voices were launched, followed by telemarketing and PhonePower in July. "Familiar Voices" was a value-added toll system that provided call discounts to customers who nominated people they would be calling on a regular basis. PhonePower provided business consulting and training services to maximize productivity and profits in areas such as sales, marketing, order processing, sales support, customer service and cash management. The marketing was pitched simultaneously at national accounts (top corporates and government), general and retail business, and residential. Clear promised services 12 to 15% cheaper than had been available from Telecom. For calls both within New Zealand and internationally, the pricing policy was based on charging in one-second increments (after the first minute).