easurement of sales activity. The practice of measuring and rewarding organizations for net adds within thirty days of the acquisition fails to encourage the right sales focus. If you still pay full commission and reward meeting short-term objectives, then your chance of truly changing sales behavior is low. Instead, sales plans should be structured SO that some immediate credit is awarded at the close of the sale but full compensation realized only after an appropriate period of time, a time frame long enough to measure the ARPU and loyalty of the new customer. LONGTERM TIME FRAMES The sales and customer service organizations are by far the most intimate with customers. Because of this intimacy (meetings are Chapter 19 face-to-face and decisions are immediate), these organizations exercise much power over the nature of the relationship. Clearly, the information made available to these groups and the effectiveness of their delivery will be key to any relationship. The marketing and advertising organizations (with their capacities of product creation and price setting) have a much longer-term perspective on customers that also have a marked impact on the relationship. These groups have some special problems they must deal with. Two-Way, Non-Intimate Communication Sales and customer service reps are able to immediately evaluate the customer's state of mind, opinions, and wishes, but the advertising and marketing groups have no such advantage. Although these departments exhibit a tremendous amount of influence over the customer's ultimate satisfaction with the products and services offered, they are greatly hampered in the level of feedback they can expect. Indeed, this failure to acquire and use adequate and appropriately collected information from customers at this level can lead to many serious customer satisfaction problems. Advertising and Marketing Generated Discontent Because of the nature of their missions, the advertising and marketing organizations are the most likely to create situations where discontent 