 the organization. For example, assume that we have a CCI of 5 (or average) for the organization overall. We then might want to look at the CCIs for: The customers in each of five sales territories with average CCI scores of 3, 5, 7, 8 and 5.5 respectively 2. The customers served by each of three customer service centers with average CCI scores of 5.2, 4.9, and 6 respec- tively Chapter 14 The customers attained via the Internet channel with an av- erage CCI score of 2. We could also look for any other number of organizational partitions. The CCI allows us to measure the long-term, overall effectiveness in keeping customers happy. It also provides us with valuable insight into problem areas and where improvements might be made. Key Retention Investment Decisions One of the most powerful applications for the enterprise CCI numbers can be found in the way they can be used to help evaluate how to make major investments in key retention solutions. Companies are constantly forced to evaluate and re-evaluate decisions about how much to invest in retention capabilities. For example, do we need to invest more money in customer service? Should we spend more money on retention campaigns? Are there reasons to install an automated call center? Do we need an integrated data warehouse for customer management? The decisions to spend the large sums of money to create these capabilities are difficult to make and require significant justification. Analysis of enterprise CCI parameters can help the firm determine exactly what kinds of investments to make. Making Use of Segment CCI Scores Although individual and enterprise CCI scores provide valuable insight, perhaps the most powerful use of CCI comes when we develop the scores for each of the segments we are trying to manage. Remember that there are many reasons for us to create segments - to define organizational territories (structural segments) and to define targets for organizational units, campaigns, programs, and policies (targeting segments). Given that each of the segments h