. The bad news is that not everyone on the list will churn for sure, and others not on the list may churn. This is why churn management is not an exact science. It is also the reason that all of the other factors we have been discussing are important as well. The organization cannot depend on churn prediction alone to fight churn. The use of the customer relationship management system, the enforcement of consistent customer treatment in all situations by all business units, and the use of the customer churn index are also important parts of a complete customer churn management approach. eXcellence in Telecommunications The Telco Churn Handbook Chapter 16 CHAPTER 16 THE MONOPOLY RESPONSE MODEL FOR TELECOMMUNICATIONS Early in this book, we said that three elements are needed to do a good job of managing customer relationships and churn. First, you need to know who your customers are, and what they want and need. The section on segmentation, models, and functions provides us with this piece of the puzzle. Second, you need a mechanism in place coordinate the activities of all of the departments and groups that interact with customers. Again the segmentation, combined with an active customer relationship management system, makes that possible. Finally, you also need to have a good idea about precisely what kind of business model you are trying to run. All telcos have sales, marketing, customer service, and advertising departments, and all are dedicated to managing customer relationships in one way or another. However, the way you organize those departments, the missions you assign them, and your assumptions about how they are supposed to work together are a big part of the entire churn management package. In the next three chapters, we will look at the three most common models used by telcos today and discuss the advantages and disadvantages of each model. At this point, we will assume that the framework we have been describing makes sense, and that you are convinced that integrated customer relationship management, u