 many organizational units, SO do several others functions. These functions include: 1. Sales and Promotion - Many times different product groups will have their own sales and promotion departments. Billing - Often times, different products (wireless VS. long distance for example) require different billing systems, re- sulting in the existence of several billing organizations. Customer Service - Unbelievably, even the customer service function can become schismed across several orga- nizational boundaries. MEASURES AND METRICS TO SUPPORT THE RETAIL MODEL Despite the problems presented by misalignment, telcos are still able to function and accomplish their objectives despite sloppiness in the organizational structure. How does this happen? How is it possible that, despite this confusion, the telecom is successful in the marketplace? The answer is that, despite the organizational conflict we have described, the model has one redeeming quality: the missions that people are asked to deliver under this model are clear, simple, and easy to measure. As long as upper management is directing these groups to accomplish these missions, ultimately, the job will get done. To understand how upper management directs these activities and guarantees this ultimate success, we need to understand the measures and metrics used. Chapter 17 Advertising Role Under the transaction model of telecom customer relationships, there are two major participating business functions responsible for delivery: marketing and sales. The marketing function is responsible for the delivery of the awareness, the familiarity, and some of the preference perceptions of consumers. Through television ads, print ads, and other devices the company can create consumer awareness helping to create a relationship with the consumer. How It Works Basically, upper management directs the marketing group to create an environment that will support a high volume of sales. This is communicated through a budget (a large amount of money to be spent on the advertising) and a t