rrors and performance metrics. Flow-through in and of itself can also provide service differentiation. For example, if an IIC can detect network trouble and relate it to affected customers, prioritize customers according to their contracted QoS levels, reroute traffic around problems, contact affected customers, and potentially provide proactive invoice adjustments, then it could provide an extremely high level of customer service that is likely to provide a distinct advantage over competitors. Flow-through becomes more difficult to implement, as IICs rely on more and more OSS applications both internally and externally. Integration is required not only among internal OSS systems, but also with other trading partners who might supply pieces of the service offering. In addition, not all processes can be automated entirely. Most services, for example, require human technicians to install equipment, configure switches and move local loops. Some of these technicians may be independent contractors. Being dependent on their external organizations, IICs sometimes experience service cutover failures when trying to coordinate installations either with their partners or their external work force. Similarly, order processes may depend on service availability data that a wholesaler may not provide efficiently or accurately. This sometimes results in IICs accepting orders for service that they cannot fill because their supplier's data was inaccurate. This can be a problem particularly for DSL Chapter 4 - Developing an OSS Strategy retailers who rely on detailed line qualification data to determine the type and capacity of DSL service they can provide to specific locations. It can also be a problem for IICs providing service through a BLEC, which may not have all of the data it needs on equipment that is available and services that are supported in a given building. Business Intelligence How well an IIC collects and uses business intelligence can be another important differentiator. Business intelligence is commonly used for p