at are incredibly savvy in maximizing the value that a telco delivers. These consumers are also getting quite good at figuring out how to play one provider against the other to their own advantage. different model - one that recognizes not only the past but also the present and the probable future of the industry - will help the telco to survive and thrive in the future. Although several perspectives have yielded a number of models, the one developed here is founded on the assumptions that modern customer relationship marketing decision making needs to be based on business intelligence, not on the more traditional methods. We call this new model the telecentric business model. MANIFESTO FOR A NEW, IMPROVED CUSTOMER RELATIONSHIP MODEL As a result of significant investigation into alternative customer relationship models across many industries, it is clear that a completely new set of assumptions about the nature of the consumer/ provider relationship needs to be proposed. This alternative approach must accomplish several objectives: eXcellence in Telecommunications The Telco Churn Handbook 1. It must take into account the current organizational structure and the history of the relationship of providers and consumers. A model that is radically different from one that employees of telcos and consumers have grown accustomed to is doomed to fail because it will be too difficult to grasp. To create a consumer relationship model for telcos that doesn't include the concepts of subscribers, activations, customer service and that doesn't appreciate the critical role of the billing system in the telecommunications context will create much pandemonium. Telecommunication is already burdened with more chaos than people can handle. The approach, therefore, must build on the existing telco culture, not attempt to destroy or ignore it. It must recognize that the provider/consumer relationship is unique to the telecommunications industry. Telcos may have borrowed some marketing tips from financial institutions and retailers, but w