e must accept that the provider/consumer relationship is unique and different. We need an approach that recognizes the uniqueness of the telco consumer/provider relationship. It must have at its core the assumption that the nature of the relationship between the provider and the consumer is dynamic, not stagnant. The assumption must be that consumers will not change how they maximize their relationship with the provider today, but that this evaluation will continue. As technologies continue to expand and new options become available, consumers will reevaluate the relationship again and again. In other words, while a retailer or a financial institution can count on a long and stable history in their relationships with their customers, the telco is unlikely to establish these kinds of dependable patterns for some time to come. Our model must assume a constantly changing consumer/provider relationship. The approach should be based, not upon opinion, conjecture, good guesses, or other form of estimation, but rather on as many facts as possible. Today's telecommunication provider has more information available about its customers than any other industry. Modern technologies allow the savvy organization to capture that information and use it to make intelligent, fact- and data-based decisions, as opposed to the "best guess" and "lucky guess" decisions that have dominated the industry until now. The term used to define the discipline of making data- and fact-based decisions is known in some markets as scientific Chapter 18 management, but is more commonly referred to as making use of business intelligence. The approach must therefore be based on the latest in available business intelligence. In summary, the new model we propose has the following objectives: Leverage and build on the cultural legacy of the telecom- munications industry Recognize that provider/consumer relationships are unique and like no other industry Recognize that the provider/consumer relationship is dy- namic and will change continuously Make use of