ds the professional customer service agent as one of the most valuable members of the team. The metrics that measure a customer service rep must be changed to reflect the quality of customer experience created, rather than the speed with which a customer problem is dismissed. To do this, the customer service organization must be integrated into the core strategy development part of the business as well as the day-to-day operations. Customer service reps need to be trained and made part of the entire telecommunications provision process. Chapter 19 CHAPTER 19 TIME FRAMES AND INTIMACY APPROPRIATENESS Throughout the past 18 chapters we have explored many of the perspectives that help us to understand the churn phenomenon and the alternative ways that a telco can develop responses to these events. Let's recap briefly. We indicated that the telco management team needs to understand who their customers are, the types of shopping and buying behaviors they exhibit, the expectations the customers have for their providers, and the alternative models that can be used for organizing the business. We considered churn from the customer's perspective, the financial perspective, the technological perspective, and the personal perspective. We examined churn as a factor in the momentous shifting of forces in the global marketplace and as the immediate and personal response of an individual to minor irritations. We also considered in some detail the typical telecommunications organization and its ability to respond to churn. We saw that the biggest challenge in churn situations is to react quickly to consumer responses to new technology economics. Finally, in Chapter 18, we talked about a new organizational paradigm for the modern. We proposed a model that is not based on appeasing regulators (the monopoly model) or on bombarding telecommunications consumers with better, faster, and less expensive products (retail model). We will now look at some tangible examples of how it all comes together. In this chapter, we will discuss issue