nt the best picture about the real impact of churn on the firm. Churn Headcount Report Voluntary Churn 5.000 7.500 10.100 2.200 4.000 8.000 1.000 37,800 Involuntary Churn 2,000 4.000 5,500 1.000 3.000 16.550 Avg Monthly Revenue Loss 505.000 807,500 1,797,600 422.200 454,000 80,500 97.250 Figure 20-2: A Typical Churn Revenue Loss Report The Need for Regular Churn Reporting Very few companies in wireless today have ever thought about needing to address churn issues. As a consequence, most are ill prepared to accurately report on it. Good churn management requires the company to do an adequate job of reporting on the churn. (This Chapter 20 should not be an exception type of reporting.) Without a regularly run churn monitoring mechanism, the company runs the risk of being caught unaware of potentially damaging churn situations. STEP 3 - DEFINE THE CHURN TYPES The raw churn reports mentioned above are, by all means, the first set of reports that any organization should create to manage churn. These reports will tell you if churn is a problem, and, if so, will also communicate how big of a problem. They are early warning reports that create awareness of the problem. To actually address churn, however, you need reports that are much more informative. Before we can create these reports, however, we must determine what kinds of churn we want to track. Types of Churn You may recall our extensive discussion about the types of churn in Chapters 3 and 4. One way to approach churn reporting might be to create lists of the churners and their reasons for churning. Of course, there are several problems with this: 1. Customers often leave for a combination of reasons and evaluating churn by any one reason can be misleading. Customers may be reluctant or unable to tell you why they are leaving, making accurate reporting impossible. 3. Collecting all of these possible churn reasons is too expen- sive and difficult. It is not especially useful to have reporting of SO many dif- ferent categories. Because of the many challenges in chu