ey can, and as long as sales occur at the end of the day everyone is happy. The major difference and the biggest challenge for executing the zone model is that you have to actually evaluate and interact with customers as individuals. It is impossible to operate in the way we have been advocating if you do not know who your customers are and what zone they are currently in. This is critical because we cannot expect the group assigned to a particular zone to manage that zone if we have no idea who is in it.Also, without differentiating who the customers are, there can be no measurement of effectiveness of the activities focused on loyalty. We need to create an environment with a complete built in feedback mechanism. This means that the people assigned to managing a zone will have to: Evaluate and determine which customers are in the zone they are responsible for 2. Evaluate what the status of the customer's relationship with the provider is (e.g. loyal, disenchanted, angry) 3. Implement activities that will manage the relationships to accomplish their objectives for that zone Chapter 18 REDEFINING THE ROLE OF MARKETING Let's consider how this new perspective on customer relationship management impacts the marketing organization in its responsibilities as the manager of the awareness, familiarity, and preference zones. Two Categories of Consumers For the marketing organization, the redefinition of responsibilities (or shall we say the shifting of their focus) to include management of the awareness zone means that they have to come up with a different major categorization of customers. In its simplest form, marketing sees the public as just that, one large group of people. Although marketers may attempt to identify different segments of customers to help them understand what kinds of people are out there, the objective of most advertising is to find the non-customers and turn them into customers. When a company is just starting out (especially long distance and wireless companies), this approach makes much sense beca