l tariffs for services accordingly. By taking this responsibility, the government and the regulatory agencies define how large the telecom will become, how many customers it will support, how growth will occur, and how the relationship between the consumer and the provider will be conducted. Under the monopoly model, the provider simply opens up shop, builds an infrastructure, and starts taking customer orders for service. The "Build It and They Will Come" Business Model The key ingredient to operational decision-making for the telecom under this organizational framework is the "we built it and SO they must come to us if they want it" model. Basically, this model recognizes the fact that the telecom has a service that consumers want and need, and SO the burden is placed on the consumers to determine how to get what they want out of the phone company. This model can have a strong or weak presence depending on the country, the cultural expectations that exist in that country, and the country's regulatory environment. The model can deliver services and an environment that is benevolent and responsive or incredibly unfriendly and recalcitrant, depending on how well, or poorly, it is executed. In some of the best cases, such as in the U.S. or Europe, consumers are able to command an extremely high level of service with very Chapter 16 little effort. On the other hand, the model can also deliver far less than optimal results. For example, in countries such as Brazil and Indonesia customers were forced to wait years just to get a new phone line installed, and after waiting all that time, the service they received was far from optimal quality. Regulatory Review and Consumer Complaints Naturally, the "we built it and SO they must come to us if they want it" model will not be very effective without some inherent checks and balances. A telecom that needn't answer to anyone for what it delivers or how it treats customers will do as little as possible for the maximum rates possible. The checks and balances in this model can b