Phone Plan Ltd. is one of the largest telecommunication providers in Australia. It has enjoyed growth of more than 15% over the last 10 years. The company has used a series of company acquisitions to broaden its service offerings and has also grown internally to meet the expanding needs of its service market. It currently mainly sells various forms of mobile phone and data plans. However, recently the growth rate has declined amidst increasing competition levels and declining economic conditions. At the same time, the number of customers cancelling contracts has increased significantly. Consequently, the company has decided to create a new customer care centre in an attempt to reduce the increasing defection of customers which has largely been attributed to their dissatisfaction with the level of service provided. This new centre will be staffed 24 hours a day for 7 days a week with customers able to ring the one number to obtain service to resolve any issues and to respond to any of their questions. It is expected that at least 90% of problems will be able to be resolved immediately, with the remainder addressed in follow-up calls in the next day or two. Phone Plan Ltd. is looking to develop a Balanced Scorecard that can be used to monitor and manage the performance of the customer call centre. Given the call centre does not generate revenue directly, management suggests that the focus should be on the customer, internal process and learning and growth perspectives of the balance scorecard. Required: You are asked to develop one objective for each of the three perspectives (i.e., customer, internal process and learning and growth) and one related performance measure for each objective that can be used to evaluate the call centre's performance. In addition, you need to explain the interrelations between the three objectives (i.e. how achieving the objectives of internal process and learning and growth may help achieve the customer objective).