e Figure 20-4. Attrition by Geography Voluntary Churn by Revenue Total Attrition 5,000 7,500 10.100 2,200 4,000 8,000 1,000 Eastern Region Southern Region Norhern Region Western Region Figure 20-5: Attrition by Geography Report Another interesting insight can be generated if we review the people that are leaving the firm by their geographic locations. The analyst may be able to glean critical information about the churn events, detecting reasons such as: Poor customer service coverage in certain geographic ar- Poor network coverage in certain areas Aggressive acquisition activity by competitors in certain areas Voluntary Involuntary Customer Price Promo Service Network Billing Moved Credit Fraud usage January February 2062.5 562.5 March 2777.5 757.5 April August September October November December Total 11340 10395 Figure 20-6: Attrition by Reason Code eXcellence in Telecommunications The Telco Churn Handbook We can see by the report in Figure 20-5 that our rural region is suffering the worst of the churn, leading us to suspect that one of the geographic indicators listed above is at fault. Attrition by Reason Code Determining how many customers are leaving and determining the exact reasons why they are leaving can help an organization become more discerning about how it will handle churn. Chapter 21 CHAPTER 21 SALES AND PROMOTIONS: SELLING RELATIONSHIP PLANS How do sales and promotional offerings impact churn? After all, sales are designed to attract customers and churn is about retaining them. When it comes to churn, the sales organization, more than any other group is responsible for creating situations that lead to churn. Any comprehensive churn management program must start with flexible, lasting relationships with customers. To accomplish this, we must do more than design lower-cost rate plans. We must examine the foundational concepts that drive the telecommunications sales organizations. We need to shift the emphasis of the sales organization from sponsoring increasingly inexpensive rate plans, to creatin