nsaction-based interfaces maintain. For example, if a customer is rated a poor risk due to an inability to pay the bills for four months, the customer service, sales, and marketing organizations need to know that information as soon as possible SO that the customer treatments can be modified in accordance with the new status. Conversely, if the customer is granted a special status as one of the best customers of the firm, then all business units need to be aware of that as well. Getting Information to and from Organizations that Have No Systems Unfortunately, not all customer touchpoint organizations have fully functional, integrated information systems to run them. For example, retail channels or agents usually function autonomously with little or no direct computer interface with the organization. Although this lack of electronic information certainly makes integrated activity difficult, there are still many ways that the warehouse can and should be used to bring these less connected organizations in line as well. Most organizations that have no direct computer interface with the telco usually have either a manual forms-based interface or a telephone check-in-based communications method. In these cases, the organization needs to examine the nature of these forms and make sure that all of the information that is needed by the warehouse is being collected on the forms. (Unfortunately, this also means that staffing and support will need to be found SO that the manual data can be input into the system.) As far as communicating information to these organizations goes, we will need to count on two things to guarantee their conformance to the customer relationship management policies. First, the com- Chapter 10 pensation structures for these organizations need to be adjusted SO that the plans reflect the accomplishment of CRM objectives. Sec- ond, the data warehouse can be used to create printed reports that the unconnected people can use in lieu of the real-time computer access. Managing the WAR Key Performance Indic