of any CRM business unit. Every organization that touches customers (advertising, sales, channels, customer service, etc.) does SO to accomplish one or more of those objectives. Given that all customer relationship business units have only these three objectives, and given that each of the business units has now declared which segments they will be accountable for (through the structural segmentation), it will now be possible for management to set explicit segment specific goals for each business unit in each of these areas. By forcing all business units to declare a structural segmentation, the firm is for the first time in the position to manage, coordinate, and enforce the consistent treatment of customers across organizational boundaries. Making It Work Of course, to get the WAR segmentation approach to work, the firm will have to enforce all of the prerequisite terms we have been talking about. 1. Base Segmentation - Formal and enforced 2. Structural Segmentation - Formal and tied to the budgeting process WAR Segmentation - A means to evaluate the job of the business units WAR Segmentation Must Become the Principle Means of Measuring Business Unit Performance The last condition is the most important. The whole point of this entire formalized segmentation process is to bring us precisely to this point where we can effectively manage the disparate operational agendas of different business units, while at the same time exercising control and influence over how those decisions are made. eXcellence in Telecommunications The Telco Churn Handbook Structure of WAR Segments The WAR segmentation is usually based on either the base segmentation alone or on a combination of the base and structural segmentation. Trying to enforce a WAR segmentation scheme that varies too far from those foundational points, although technically feasible, will probably be too confusing for most organizations to manage effectively. Unlike the structural segmentation scheme, however, the WAR segments will be mutually exclusive and all- inclu