consistency, predictability, and value to the organization and the consumer. In the next two chapters we will examine the retail and telecentric models in more detail. eXcellence in Telecommunications The Telco Churn Handbook Chapter 17 CHAPTER 17 THE RETAIL CONSUMER RESPONSE MODEL Although the monopoly business model was without doubt, the primary mode of operation for telecommunications organizations in the past, most found that they needed to change their organizations in significant ways to compete in the new, deregulated environment. Attempting to retrofit the telecommunications business to work under the rules of a retailer certainly has its weaknesses, but those telcos that have embraced the model have generated some impressive results. In Chapter 16, we learned that the business model used by most telcos is nothing more than a combination of approaches based on the monopoly relationship model (which takes a passive "let the customer come to us and minimize their complaints" approach). This model was modified and combined with the aggressive and proactive retail model (which uses big budget advertising, brand image development, and aggressive sales and promotional activity to attract new customers) to create a hybrid. This hybrid customer relationship model obviously works, since many telcos that use this model are enjoying success. However, there is a big difference between showing some success (which is what this model delivers) and providing an optimal solution (which is what we would like to deliver). To propose a model for the management of customer relationships and churn in the wireless or telecommunications organization that can improve on the company's current performance, we need certain information at the outset. eXcellence in Telecommunications The Telco Churn Handbook We need to understand how the current model is working and what benefits it is providing. We cannot improve the organization's performance if we cannot guarantee that the new model will deliver the same positive benefits. We also