stomer satisfaction and loyalty, have not shared any of the missions defined here. At this point, one of the fundamental problems of churn management in the telco starts to become clearer. If the Costa model truly reflects the way people view the customer relationship management process, and if customer service and billing play no part in it, then there is a serious breakdown in the model's effectiveness in churn situations. Advertising Awareness Marketing Direct Marketing Familiarity Channels Preference Sales Call Center Negotiation Customer Service Transaction Billing Figure 17-5: Aligning Missions and Functions ORGANIZATIONAL STRUCTURES Finally, on top of this already confusing assortment of missions and functions, we add the actual organizational structure used by the company. The naive observer might conclude that there is a direct and easy way to trace the correlation between missions, functions, and organizational structures. However, anyone who has worked in the telecom environment for even the shortest amount of time Chapter 17 knows that there is often overlap, disconnect, and conflict when it comes time for reality to set in. Organizational Alignment So what is the nature of this organizational alignment? How does the corporation allocate missions and functions to departments in the first place? Let's look at some examples. Let's consider the mission of awareness. We know that customers need to be aware of our company if they are ever going to become customers. The corporation decides that the best way to create awareness is to sponsor some aggressive advertising campaigns on television, let the public relations group create some press events, and run some promotional activities. So the decision is made to generate awareness and accomplish the awareness mission. Now, it becomes more complicated. Which organizational units will be responsible for accomplishing these objectives? This is not a simple decision. When we look at the actual organizational chart for a real telco we do not find an easy correspo