s on the management of customers as individuals. For this, we need more than the random application of clever segmentation in certain situations. The firm must impose a specific CRM discipline on the entire organization, one that has at its heart a consistently applied, continuously controlled, and improved set of segmentation models that actually create the framework within which the entire CRM organization will function. We are proposing to escalate the role of segmentation from its status as the favorite informal tool of the creative marketing executive to being the primary force for the organization and consistency of customer management within the telco. Segmentation Required To make our vision of a fully integrated organization a reality, we will need several segmentation models, each playing a different role in the overall management of customer relationships. The segmentation schemes will be organizing into four basic categories: 1. Base Segmentation - to determine how to manage custom- ers as a whole. 2. Structural Segmentation - to define the boundaries in which each organizational unit will function 3. WAR Segmentation - to defines how the performance of each customer touchpoint organization will be measured and evaluated 4. Targeting Segmentation - to develop particular campaign ac- tivities (segmentation's traditional role) Chapter 12 Key Characteristics of This Framework To accomplish the goal of fully integrated CRM, we also need to establish a set of ground-rules regarding how the four segmentation models will be developed, created, implemented, and enforced. Segmentation Schemes to be Stored and Managed within Customer Management System The first rule is that these models be developed, stored, managed, and maintained in the same place, specifically in the customer management system. It will do us no good to build a sophisticated set of models if they are scattered in various places, managed by different people, and created and dispensed with varying degrees of quality control and consistency. In 