n e-business context, the TMN logical layers are loosely coupled to the functional process groupings of eTOM. The Customer Relationship Management (CRM) process grouping considers the basic knowledge of customer needs and includes functionalities needed to acquire, maintain and enhance a relationship with a customer. CRM is about customer serv- ice and support, covering storefront, telephone, the web or field service. It is also about minimising churn, cross-selling, up-selling and direct marketing. Finally, CRM includes the collection of customer information and using that information to personalise, customise and integrate the delivery of service to a customer. That information is also used to identify opportunities for increasing the value of a customer. CRM applies to retail and wholesale customer interactions. An example of the latter is where an infrastructure owner wholesales to a "virtual" service provider, such as Virgin mobile services, which in turn markets and sells directly to end-consumers. The introduction of CRM is a key feature of the evolution from TOM to eTOM. At the highest and most general level, TOM included two process groupings to manage relations with customers: customer interface management and customer care. In TOM, it is explicitly mentioned that customer interface management may be: a distinct process within customer care or performed as part of the lower level customer care processes. eTOM advances the TOM in several ways: 1. It expands customer care to CRM, which has broader concerns than customer care or customer interface management. CRM is the integration of customer acquisition, enhancement and retention through managing the customer rela- tionship over time. For eTOM, CRM also represents the integration of sales and service processes and ensures a consistent customer interface across all CRM functional processes. 2. eTOM integrates customer interface management for FAB across all CRM func- tional processes and with customer processes. Customer interface management covers all ki