anagement perspective. The latter is simpler to manage, but only offers customers a minimal level of network quality guarantees. Network Strategy Technologies within the network, underlying network components and the complexity of the network design are other factors that drive OSS design decisions. For example, there are various transport mechanisms to consider from purchasing wholesale backbone transport to deploying optical networks. Various access media may be used, from unbundled network elements from the ILEC, to fiber overbuilding to hybrid fiber-coaxial and fixed wireless technologies. Additionally, there are various network technologies, such as circuit or packet switched, ATM or frame relay, VoDSL or VoCable that will influence operational requirements. Chapter 4 - Developing an OSS Strategy 1.3 Sales and Service Strategy An IIC's sales channels and its sales model impact OSS platform requirements significantly. Whether an IIC uses direct or indirect sales will dictate its operational priorities. For example, a direct sales force places a high value on sales force automation capabilities to deliver the most effective sales tools and processes to the remote field force. IICs with a telemarketing emphasis will place higher priorities on call center operations and prospective marketing capabilities. A wholesaler or IIC that leverages third-party channels, on the other hand, may focus on electronic links to suppliers and customers, such as electronic bonding gateways and business-to-business Web portals. The IIC's service strategy will also drive operational requirements. Some IICs have a decentralized service delivery model similar to the direct sales force. This model requires a more distributed architecture for applications, and more importantly, increased access to core OSS applications. In a decentralized model, there may be larger numbers of users accessing core OSS applications, but each user's volume would be smaller. This business model will likely include highly skilled customer care representativ