der how those objectives vary. Sales -Acquire as many new customers as possible Credit - Prevent sales to as many bad credit risk customers as possible Customer Service - Answer and resolve as many customer complaint calls as possible within a preset budget Advertising - Create ads that make the company look as at- tractive to as many people as possible Is it any wonder that problems occur? What happens when the sales person wants to bring in a new customer and the credit department wants to prevent the sale? Conflict. What happens when a very good customer calls with a problem to resolve on the same day that customer service was inundated with calls asking about a new confusing program that was shown on television the night before? A very unhappy good customer. Problem No. 2: Creating Comprehensive and Consistent KPIs The underlying problem for the entire customer relationship management process, and the churn management process in particular, is the conflict between the different organizations that manage customer contacts. We cannot possibly hope to establish an effective churn management policy and process if we cannot develop a set of key performance indicators that assign the responsibilities for the total customer experience to each of the groups. Chapter 9 Sales Example To see how this works we will take a closer look at the sales organization. The effectiveness of the sales organization is measured by the number of new customers it brings in. The KPI for this group, then, is headcount. But what does this have to do with churn? Depending on the situation, some types of customers are more likely to churn than others. One such group we call the professional churners. They are the consumers who change company whenever there is a chance to get a better deal from the next promotion. Professional churning may not be illegal, but it is expensive. You would really not want your sales people to spend money on attracting these kinds of customers. The most effective churn management technique in this case, is to nev