is functional specialization can be organized in several ways. Chapter 17 Corporate Responsibility Usually there is a group known as "corporate marketing." The responsibilities of this group apply to the mission and management of customer perceptions of the corporation overall. As such, this group will typically focus on brand image and television brand advertising. Functional/Mission Responsibility In many telcos, the responsibilities of marketing can be allocated to marketing groups based on the type of mission or the sub- function that needs to be accomplished. You can have a group dedicated to awareness with another dedicated to preference, or you can have groups organized by the media they will use (i.e. one group for television, one for radio, one for print, and one for direct marketing). Product Responsibility Marketing groups can also be established to handle marketing for specific product lines. In the wireless business, many telcos have separate groups for prepaid VS. post-paid marketing. Long distance companies can divide responsibilities between distinct long distance product packages. Wireline companies typically allocate specific marketing departments to Internet, local, ISDN, and other types of products. Segment Responsibility Another extremely popular approach is to define marketing responsibilities by customer segment: geographical, business VS. consumer, banking VS. manufacturing, rural VS. urban. Department Responsibility As if all of this confusion were not enough, it is very common for different functional departments - especially the sales, customer service, and other customer relationship departments - to create their own marketing functions to meet their particular needs. eXcellence in Telecommunications The Telco Churn Handbook Functional Specialization for Other Areas Marketing is only one example ofhow functional specialization helps confuse our understanding of who is responsible for accomplishing what missions within the organization. Although marketing functions tend to spread across