nds of contact with the customer, such as telephone, e-mail and per- sonal interaction. It aims at integrating and coordinating these different inter- face types to provide a consistent interface and highlights the requirement for customer process control and customer self-management. eTOM also encour- ages the design of solutions so that systems interface used within the enterprise are the same as those used by customers. The eTOM CRM processes include an expansion of TOM customer care processes to: (a) focus on customer retention (b) improve enterprise process to include exceptional customer response (c) integrate marketing fulfilment execution (d) represent the billing function at the customer level and revenue assurance. oss for Telecom Networks Service management and operations focus on knowledge of services, including matters such as access, connectivity and content. It also includes the functionality needed to manage and to run the operations, communications and information services. The focus is on service delivery and management as opposed to the man- agement of the underlying network and information technology. Some of the func- tions involve short-term service capacity planning, the application of a service design to specific customers or managing service improvement initiatives. These functions are closely connected with the day-to-day customer experience. These processes are accountable to the business management layer function of product management, the profit and loss accountability, to meet a minimum target set for service quality, including process performance and customer satisfaction at a service level, in addition to service cost. eTOM differentiates day-to-day operations and support from planning and development, and other strategy and product lifecycle processes. In the TOM, these service layer processes either were not differentiated or were not addressed at all. The eTOM structure better depicts the structure of an enterprise, especially suited for an e-business environment. Resource Manag