Analyzing and Categorization of the Business Model of Virtual Operators

Pousttchi, Key; Hufenbach, Yvonne

doi:10.1109/icmb.2009.22

Cited by 14 publications

(7 citation statements)

References 18 publications

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“…Another scenario where a single system has two groups of users is the case of virtual operators and their service providing operators. Virtual operators [16] lease the infrastructure and spectrum of other operators to provide service to their users. Spectrum sharing can be implemented in these scenarios without any changes that are not supported by the current standards.…”

Section: Network Sharing In 3gpp Standardsmentioning

confidence: 99%

Performance Gains of Spectrum Sharing in Multi-Operator LTE-Advanced Systems

Alsohaily

Sousa

2013

2013 IEEE 78th Vehicular Technology Conference (VTC Fall)

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In order to face the increasingly rising costs and reduce the required time to deploy and upgrade networks, network sharing is being embraced by many operators and multi-operator networks are being deployed worldwide. Despite being supported by current standards, spectrum sharing has not been widely adopted due to concerns over performance degradation under mismatched loading between systems. This paper addresses these concerns and studies the performance of spectrum sharing LTE-Advanced systems under different sharing scenarios. Advanced system level simulations are performed to measure and compare the performance of two LTE-Advanced systems under fixed spectrum allocation and spectrum sharing. Both matched and mismatched system loading are investigated under symmetric and asymmetric spectrum sharing scenarios. The performance gains are demonstrated and the bounds on spectrum sharing gains are determined.

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Section: Network Sharing In 3gpp Standardsmentioning

confidence: 99%

Performance Gains of Spectrum Sharing in Multi-Operator LTE-Advanced Systems

Alsohaily

Sousa

2013

2013 IEEE 78th Vehicular Technology Conference (VTC Fall)

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“…Anderson and Williams (2004) analyze the mobile value chain and observe increasing fragmentation. Pousttchi and Hufenbach (2009) analyze and categorize MVNO business models. Banerjee and Dippon (2009) investigate the sources of voluntary collaboration between MNO and MVNO.…”

Section: Literature Reviewmentioning

confidence: 99%

Value Creation in the Mobile Market

Pousttchi

Hufenbach

2011

Bus Inf Syst Eng

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A Reference Model for the Role(s) of the Future Mobile Network OperatorThis paper examines the reconfiguration of value chains and strategies in the mobile market. It develops a reference model for the mobile market value net, including today's and tomorrow's relevant value creation activities and the according value flows. The activities form roles which can be attributed to actors in all conceivable combinations, with regard to existing as well as new market players. The research is based on a worldwide survey of the top-30 mobile network operators' service portfolio, on the analysis of additional market players and influencing factors and on the evaluation by practice experts. In an additional step, a criteria catalogue for planning future scenarios is provided and used with the reference model for the development of a scenario based on innovative elements from international case studies.

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“…Mobile virtual network operators (MVNO) are companies selling mobile communication services (voice or data) under their brand without possessing their own mobile network license [62]. However, virtually all of these operations are nonstrategic and treat mobile services like any other store-brand product.…”

Section: Description Of the Building Blocksmentioning

confidence: 99%

Engineering the Value Network of the Customer Interface and Marketing in the Data-Rich Retail Environment

Pousttchi

Hufenbach²

2014

International Journal of Electronic Commerce

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In this paper we use a mixed-methods engineering approach to analyze how traditional retailers can use mobile commerce services to enable data-driven marketing and thus compete with the pervasive end-customer ownership of companies controlling the mobile channel. The paper provides the first systematic analysis of the implications of the virtual world market players Apple, Google, Facebook, eBay/PayPal, and Amazon on traditional retailers' business. We use case study research to identify the elements that are required for and suitable to such a strategy. In a second step, we use design science in order to identify and develop the necessary value creation roles, their activities, and the value flows between them. The paper provides two major outcomes: (1) a set of 12 building blocks for generating and applying customer data for traditional retailers adding mobile services and (2) a role-based reference model for the value network of the future retail customer interface and marketing (CIM). The reference model is validated with expert interviews. As an exemplary application of the model, we show two extreme scenarios with strong and weak retailer market positions. As an additional contribution to practice, we present a further introspective analysis of the value network's key new role-that of mobile customer relationship management service provider-and propose a corresponding functional component architecture that fulfills the information technology requirements for the role's complex functionality.KEY WORDS AND PHRASES: AGFEA, big data, CIM, data-driven marketing, e-tail, IT strategy, mobile CRM service provider, mobile services, retail innovation, strategic impact of digitization, value network.The influence of information technology (IT) on traditional retailers' business is continually increasing. Current innovation activities include, for instance, in-store technology for efficiency purposes and for better service as well as electronic commerce. Above all, the rise of the Internet has changed the retail business more than any other event in the past 50 years. In some domains, online retailers, having lower operational and capital expenses, have made the market very difficult for traditional market participants. Moreover, mobile technology shows even more potential to change the whole game. In this context, customers using apps to buy over the mobile channel or to compare prices while they are at the retailer's brick-and-mortar store are merely tactical issues.The strategic threat for traditional retailers is the upcoming pervasive endcustomer ownership of companies that control the mobile channel. The major

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Analyzing and Categorization of the Business Model of Virtual Operators

Cited by 14 publications

References 18 publications

Performance Gains of Spectrum Sharing in Multi-Operator LTE-Advanced Systems

Performance Gains of Spectrum Sharing in Multi-Operator LTE-Advanced Systems

Value Creation in the Mobile Market

Engineering the Value Network of the Customer Interface and Marketing in the Data-Rich Retail Environment

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