ion for Other Areas Measures and Metrics to Support the Retail Model Advertising Role Sales Role - Headcount Roles for Other Functions The Great Churn Irony Metrics and Measures for the Non-Critical Functions The Retail Model, the Perfect Formula for Generating Much Churn Chapter 18 A Tele-centric Model For Churn Management A New Model Is Called For Transaction Focuses on the One-Time Deal Consumer Shopping Cycle and Expectations are Maturing Manifesto for a New, Improved Customer Relationship Model Telecentric Operational Zones Table of Contents The Zones from the Customer's Perspective Emotional Investment Zones Analysis Emotional Investment Zones and the Shopping Cycle Emotional Zone Perspective - Impacts Missions Within the Zones The Damper Effect Shopping Cycles and the Zones Practical Use of the Emotional Zone Model Call Quality Problems Customer Service Calls Public Relations, Rumors, and Reputation Why the Old Model Works Assigning Departments to Management of Zones Reassiging Marketing and Sales to the New Model Addition of Other Departments Zone Maintenance - A Different Job Description Where are Customers in Their Relationship to the Provider? Redefining the Role of Marketing Two Categories of Consumers Focus On the Customer's Impressions Redefining the Role of Sales and Promotion The End of Blind Acquisition How Do You Cure the Blindness? Redefining Customer Service and Customer Satisfaction Redefining the Role The New Customer Service Mission Minimize the Expense Maximize the Contacts Minimize the Organizational Impact Customer Service Vision Chapter 19 Time Frames and Intimacy Appropriateness The Telecentric Perspective Timing Issues Customer Relationships - Past, Present, and Future Creating Tactical Long Term-Thinking Capabilities Short-Term Customer Relationship Activity Time Frames Customer Service and Timing Sales and Timing LongTerm Time Frames Two-Way, Non-Intimate Communication eXcellence in Telecommunications The Telco Churn Handbook Advertising and Marketing Generated Discontent The Time L