y late, and uncommunicative can drive customers away as quickly as any other form of negative public relations. What Do These Business Units Do? Although each of the different customer touchpoint organizations has a different mission and a different set of tools to get the job done, they all generate activities that reach out to and interact with customers in some way. Marketing campaigns, sales promotions, customer service policies, all affect customers directly. We refer to these various activities as customer treatments. Ideally, we would like to coordinate the touchpoint activities of these business units in a consistent way. GETTING THE ORGANIZATION TO ACT LIKE AN INDIVIDUAL With SO many different people having SO many different jobs to do, it is difficult to get them all to treat the same customers the same Organizational Contention Challenges How can the company possibly hope to send a consistent, positive, and effective message to the customer over an extended period of time with SO many different avenues for contact? Unfortunately, for many companies this kind of coordination of effort is next to impossible. What makes a comprehensive customer relationship management, and consequently churn management, SO difficult is that different organizational units of the company look at customers differently. Chapter 9 Different Functions: Different Views Let's say that we picked the name Jane Smith out of a customer database at random to do some research on. We will call her up, interview her, talk to her friends about her, check out her job history, and look at her bank accounts. Given all of that information, we will really know who Jane is. Now let's talk to our different customer management groups and ask them about Jane. None of them have the complete picture that we have, and each group will likely have a different view of Jane. When we ask the customer service group about Jane, they check their contact management system and see that Jane has called in to complain about her bill six times in the last four mo