customer's attention and loyalty for every purchase, but it is actually counter-productive for a telecommunications firm. There are some fundamental flaws in the logic behind running a telco like a retail concern. MISSIONS, FUNCTIONS, AND DEPARTMENTS It is very easy to discuss philosophies and approaches and say that the telco is not doing its job correctly. It is quite another thing to show how these elements take shape as real-world attitudes, policies, practices, and organizational structures. Figure 17-3: The Mission, Function, and Department Mode To see how the basic philosophy and assumptions behind the retail model take shape in the telecommunications business we first need to understand how this happens in any organization. Chapter 17 Missions Functions Departments Advertising Awareness Marketing Familiarity Direct Marketing Preference Channels Negotiation Sales Director Director Director Operations Network Finance Transaction Call Center Customer Service Marketing Accounting Billing Advertising In Chapter 9, we started to develop this issue by looking at the jobs provided by departments to help manage customer relations. We saw how important it is to have a "single view of the customer" and that all departments can share consistent key performance indicators that guarantee that all business units are in pursuit of the same objectives for those customers. Uncovering the Hidden Business Model Unfortunately, it is not possible to truly explore the real workings and discover how they can work better by simply looking at the organization at face value. This is the area where many analysts and authors fail to generate truly useful insights. The problem is that business operations are much more complicated than the simple theoretical framework most people apply toward the business. If matters were uncomplicated, then any discussion of telecom operations could be managed with a straightforward review of a telco's organizational chart. An organizational chart includes the major departments of the company and, in 