r the sake of their functional responsibility. This means that, unless there is a referee and a higher customer relationship management authority, these conflicts will not be resolved Even more fundamental than a customer advocacy group is the fact that there has to be someone who decides how all of the coordination and cooperation will happen in the first place. Without someone taking responsibility for negotiating these efforts and making sure that everyone understands and participates in the "new order," there is little chance for the approach to work. The Problem of Information Overload Although providing as much information as possible to everyone sounds like a good idea, there are several reasons why any such effort needs to be tempered. First, there is the problem of relevancy. While it might be helpful for everyone to know everything about every single customer, what is the likelihood that all of that information will actually be helpful in making the decision at hand? Also critical is the problem of capacity. How much information can a customer service representative or salesperson take into account? Most professionals deal with customers at a very rapid pace. The service provider can spare only a few seconds or a few minutes at most for each customer. The thought of expecting all customer contact persons to take five minutes to study a customer profile report is ludicrous, to say the least. eXcellence in Telecommunications The Telco Churn Handbook Finally, we have the issue of what it would cost to collect and disseminate this information, balanced against the value it would ultimately deliver. Problem No. 5: Need to Filter, Organize, and Prioritize Information Sharing There is certain key information about the customer's relationship that is collected by each department. Some of that information could be very effectively shared between groups. What is needed is a way to systematize that process and make it as efficient as possible. COORDINATING CUSTOMER TOUCHPOINT ACTIVITY In chapter 8 we established t