 Market Research Messages, & Measures Marketing Direct Marketing Sales Management Reports & Models Channel Mgmt Agents Retail Outlets Strategy Campaigns, Databases Customer Service Brand Objectives Program s, & Data Internet Promotions, Budgets Wa rehouse Policies, Customers Direction Billing Day-to-day O perations (Segmentations) Treatments Figure 9-5: CRM eXcellence in Telecommunications The Telco Churn Handbook Figure 9-5 illustrates a good model of the different parts of the CRM structure and how they relate to each other. In the next few sections we will review what each represents and how they work. Management Structure We refer to the entire left hand side of this organizational chart as the management structure section. It is from here that the organization gets its instructions and where responsibility for all decisions and the coordination of activities lies. Stockholders and the Board of Directors Although not illustrated on this diagram, the beginning and end for all directional responsibility in the firm comes from the owners and stockholders and, when applicable, the Board of Directors. This group sets goals and profit expectations that the upper management group is expected to deliver. All decisions within the company should be based on directives from this level. Upper Management Upper management, the top executives of each functional area, is commissioned with executing the corporate goals. The fundamental mechanisms for communication of these goals include: 1. Budgets - The funds allocated to each organizational unit to function for the year. 2. Goals - The objectives that each organizational unit is ex- pected to meet in the coming year. In effect, you have an annual negotiation process between management and the operational units - a certain budget in exchange for a certain level of delivery around the set objectives. Metrics, Measures, and Key Performance Indicators The budgets and goals that are set for each business unit will vary according to any number of complex and functionally specific