Economic viability of 3g mobile virtual network operators (original) (raw)

3G MVNOs financial perspectives

2005

The Mobile Virtual Network Operator (MVNO) business case described hereafter, is based on 3G business cases, particularly regarding the technical infrastructure, but the 2,5G underlying infrastructure as an initial step is also taken into account. Following the definition of appropriate service sets, and taking into account demand scenarios established within the project, this work has been focused on developing a techno-economic model, based on TONIC tool. Tariff structures have been applied to compute the key economic indicators, Net Present Value (NPV), Internal Rate of Return (IRR) and payback period. This investment analysis was carried using the tool, which was developed by IST-TONIC [1]. I.

On the economics of 3g mobile virtual network operators (mvnos)

Wireless Personal …, 2006

The paper assesses the market conditions and dynamics, the architectures and the different approaches for deployment of 3G Mobile Virtual Network Operators (MVNOs), in an attempt to address specific advantages and pitfalls. Following the definition of appropriate service sets and tariff structures, and taking into account demand scenarios, a techno-economic model has been developed, in order to compute key economic indicators. The paper presents techno-economic results of specific business cases and deployment alternatives for an average "large" European country and a smaller, Nordic-type country. Fixed and variable costs have been identified and the business case shows how different service sets lead to different costs. Different MVNO business profiles have been investigated. Profitability for all scenarios and business profiles has been calculated, presented and discussed. Major opportunities and threats, as well as critical parameters and uncertainties have been identified through sensitivity analysis.

Strategies of Mobile Virtual Network Operators in the Southeast Europe Region

Interdisciplinary Management Research, 2009

MVNOs (Mobile Virtual Network Operators) are companies that function as mobile operators but do not have their own frequency spectrum allocation or the necessary network infrastructure. Those companies make business arrangements with one or more licensed Mobile Network Operators (MNOs) by leasing from them the access to mobile network and capacities. Such business concept enables the MVNOs to participate in the mobile communications market, thus extending the value chain and providing innovative mobile communication services specifically adapted to target segments. MVNOs have significant share on the mobile market in Europe and make influence on customers of mobile services in the meaning of change a telecom company and develop the new competitive strategies. The aim of this paper is to evaluate and predict the growth strategies of the MVNOs into the Southeastern Europe markets (SEE). Findings of comparative analysis have based on the research of secondary sources, practice of EU countries with licensed MNOs and MVNOs and on our expert opinion. Findings indicate that MVNOs which are financially strong have used service development strategy on the present market, while companies which operate in mobile telephony as a core business have chosen market development strategy. Strategy of diversification is the most applicable for companies which have a background and its core business within fixed and Internet and have added mobile telephony services to its portfolio. Strategy of expansion on the present market in combined with present services is not frequent on MVNO market. As an alternative growth strategy, MVNOs in SEE countries will apply a diversification strategy that implies parallel development of new services and new markets with the aim of expansion. The major motive for applying the diversification strategy can be a relatively small existing customer base and a new market entry. Appearance of MVNOs on the SEE market will be in form of partnership strategy with existing MNO as a form of international contracting cooperation. Pan-European global MVNO will change the industry of mobile market which will be driven by market forces, technological evolution and it will present an example of creative process destruction.

Market Analysis for Mobile Virtual Network Operators (MVNOs): The Case of Turkey

International Journal of Business and …, 2011

Nowadays, MVNOs are entering the market with the aim of providing new services in the mobile telecommunications industry. Current studies show that having an active and sizable mobile communications market, owning the necessary technological infrastructure, and developing the imperative regulations are critically important factors for MVNO market development. In this respect, this study aims to portray the state of MVNOs in the global market and analyze the potential of the Turkish market.

Mobile virtual network operator strategy for migration towards 4G

2015 International Conference on Information and Communication Technology Research (ICTRC), 2015

Recently, mobile network operators (MNOs) around the world are migrating their networks to the fourth generation (4G) long-term evolution (LTE) standard. Mobile virtual network operator (MVNOs), who do not have their own wireless access network and still offer added value services, are affected with this migration. Most of the research conducted about network migration toward the 4G focused on challenges in the architecture level and the business model. Also, research addressed the compatibility of core networks with 4G, and the interfaces and protocols that must be implemented by the MVNO to continue offering its services. This paper proposes different approach by focusing on the prospects of services. Typically, the service cost should decline with the arrival of the new 4G network. We suggest some strategies that could be adopted by MVNOs to offer more competitive services and contribute in reducing the costs of communication of customers.

5G Business Models for Mobile Network Operators—A Survey

IEEE Access

Emerging Fifth-generation (5G) mobile networks and associated technologies are expected to provide multi-service wireless applications with diverse specifications intended to address not only consumer-based smartphone applications, but also the needs of various vertical industry markets (e.g., healthcare, education, energy, mining, agriculture, manufacturing, and so forth). This paper extends 5G networks' technology orientation towards attaining economic value for all key 5G stakeholders, including customers, mobile network operators (MNOs), equipment vendors, public institutions, private enterprises, digital business start-ups and other third parties. Although several surveys and tutorials have discussed business models in connection with 5G networks, there is no comprehensive study on business models for emerging 5G networks from the MNO's perspective. In this survey article, we present and investigate key advances on business models for 5G networks and 5G MNOs in particular, from industry, use cases and research community perspectives. The paper focuses the theoretical business model concept from both strategic management and technological innovation perspectives. Thereafter, we discuss conventional business models for MNOs before presenting particular disruptive business models which can be considered for rolling out 5G networks with an aim to improve business efficiency. Additionally, the paper explores the emerging network deployment concept of private 5G networks and their related business models. Finally, we present some of the open research challenges and provide possible guidelines for implementing 5G business models based on various countries' socioeconomic status and relevant 5G use cases applicable in a specific context of emerging economies. INDEX TERMS 5G, business model, business model innovation, disruptive business model, mobile network operators, private 5G networks. I. INTRODUCTION 21 The Fifth-generation (5G) of mobile networks have been 22 defined by the International Telecommunication Union (ITU) 23 via its Radio-communication sector (ITU-R) under the 24 umbrella name ''International Mobile Telecommunication-25 2020'' (IMT-2020) to support multi-service wireless appli-26 cations by offering: higher data rates (20 gigabits/second 27 peak data rate), a huge number of wireless connections 28 (1 million connections per square kilometer), higher spec-29 tral efficiency (3 times higher than 4G networks), improved 30 energy efficiency (100 times higher than 4G networks) and 31