the results) the customer relationship management goals can become a reality. WHO Is IN CHARGE OF THE CUSTOMER MANAGEMENT SYSTEM? What the customer management system should look like and how it should be used for maximum impact presents an interesting and compelling story. It describes a world where the basic organizational structure of the organization remains intact, but where the fundamental assumptions people make about their job objectives and how they accomplish those objectives is made many times more complicated. It also describes a world where the dreams of integrated customer relationship management can be a reality instead of fantasy. One little glitch still remains in the plan as we have laid it out here, however. The problem is this: Who will make the thousands of decisions about what the warehouse will do, how it will work, and how it will be used? Who will decide which segmentation scheme will be used to measure the performance of business units? Who will determine the WAR targets for each segment? Who will decide what to do when a conflict arises between business units regarding interpretation of what the warehouse is reporting? The Customer Relationship Management Organization What is needed, then, in addition to the computer system and organizational adjustment, is a fundamentally new kind of organization. What is needed is a person or a department whose job it is to manage not sales channels, not products, and not any single metric. We need a department whose responsibility it is to manage the customers and their relationships over and above any single group's objectives or goals. Chapter 10 This group will be responsible to the corporation for the care and management of the different groups of customers with which they are entrusted. It is this group that manages the warehouse and makes the decisions on how it will be set up and how the customer touchpoint organizations make use of it. This group will set the KPIs for the segments overall and then work with management to define the KPIs for ea