ctable, recurring charges as well as a few nonrecurring charges every month. The market model, however, is beginning to embrace a more transaction-oriented billing model, which means that the OSS systems operated by the tra- ditional telco will no longer suffice. It is critical that these companies actively evolve their internal systems to meet the needs of the changing customer base. Another factor is physical deployment. The operating expenses incurred by ILECs to deploy DSL, for example, are inordinately high because it often requires multiple "truck rolls" (installation technician dispatches) to make it work. Not only is this expensive in terms of real dollars, it's frustrating for customers. Services Next on the wish list is an aggressive examination of the services that customers actually want and a plan to deliver them cost-effectively. Service providers are now putting into place data-mining and knowl- edge-management applications to help them better understand the evolving needs of their customers and make them more capable of responding to demands for service, perhaps even before the customer 1Personally, if I received a single bill for all of the telecommunications services I pay for every month, I'd probably go into cardiac arrest. But that's just me. Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright © 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website. Telecom Market Segments Chapter 8 realizes the need. Most important is the aforementioned understanding: At the risk of sounding simplistic, it is absolutely critical that service providers offer services the customers actually want rather than the ser- vices that they think they want or that are based on the technologies that happen to be available at the time. Finally, related to the last item, it is important that service providers carefully differentiate between enterprise and residence customer requirements, as much for the common