Business model requirements and challenges in the mobile telecommunication sector

Al-Debei, Mutaz M.; Avison, David

doi:10.1386/jots.8.2.215_1

Cited by 25 publications

(11 citation statements)

References 27 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The authors in [19] have discussed a business model framework which is purely value-based, called as the 'V4 model', for the mobile network operators that is formed of four dimensions, namely Value Proposition, Value Network, Value Architecture, and Value Finance. They present a strong need by the network operators to enhance their ability in determining what constitutes the most viable business model, essential to meet their strategic objectives in the rapidly changing communication scenarios in their paper.…”

Section: Related Workmentioning

confidence: 99%

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

Mehta

Kumar

Prasad

2018

JMBMIT

View full text Add to dashboard Cite

The future wireless communications are expected to offer a variety of new technologies and services to the mass subscriber base. Innovative solutions for alternate mobile network infrastructure is likely to become a much-needed modification in the future to accommodate the challenges of ultra-dense HetNets related to dynamic service needs of mobility-driven mass network users. Previously, we have proposed a novel Aerial Radio Architecture, as an alternate network to the ground infrastructure to operate under network congestion scenarios. Until now, there has not been much business model innovation related to the mobile network infrastructure. The focus of our study is to insinuate business pragmatism to our proposed concepts of Aerial Radio Architectures and scrutinize from a business point of view. In this paper, we propose and discuss the need to shift from the classic business modelling to pragmatic business modelling through a Persuasive and Disruptive business technology approach. We aim to give an insight to the business perspective by illustrating multiple business case scenarios through the Business Model Cube with the goal of creating business and enhancing revenue growth rates to the network service operators.

show abstract

Section: Related Workmentioning

confidence: 99%

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

Mehta

Kumar

Prasad

2018

JMBMIT

View full text Add to dashboard Cite

show abstract

“…It consists of labour costs, recurring power costs, licence fees and per call termination charges. Al-Debei and Avison (2009) and Peppard and Rylander (2006) point out that MNOs' Opex exceeds the capital expenditure (Capex) in value. Pattanavichai, Jongsawat and Premchaiswadi (2011) define Capex as the expenses incurred to purchase the physical resources needed for the upgrade of the telecommunication infrastructure.…”

Section: Literature Review Cost In the Telecommunication Industrymentioning

confidence: 99%

“…Echoing collaboration, communication and co-operation, Al-Debei and Avison (2007) assert that the complexity of a value network is largely dependent on technological advances. These changes in technology require MNOs to establish collaboration, communication and co-operation in order to be effective.…”

Section: Literature Review Cost In the Telecommunication Industrymentioning

confidence: 99%

A supply chain cost reduction framework for the South African mobile phone industry

Mpwanya

Heerden

2017

SAJEMS

View full text Add to dashboard Cite

Background: The costs incurred in the provision of products and services across the supply chain are on the rise in many industries, including the mobile phone industry. Despite this, there is limited information in South Africa on the perceptions of supply chain players regarding cost reduction in the mobile phone industry. Furthermore, there is currently no framework for reducing supply chain costs in the South African mobile phone industry.Aim: The purpose of this study is to explore supply chain costs in the South African mobile phone industry, and to develop a supply chain cost-reduction framework for the South African mobile phone industry.Setting: This study explores supply chain costs in four mobile phone companies operating in the South African mobile phone industry, of which three mobile network operators and one mobile retailing group. It uses semi-structured interview data collected in 2011.Method: This study adopted a qualitative case study design to understand supply chain costs and develop a supply chain cost-reduction framework for the South African mobile phone industry. Eight semi-structured interviews with managers of mobile phone companies were conducted. The data were analysed with the help of Atlas.ti, using an adapted three-phased analytical framework as suggested by Miles and Huberman (1994) and O’ Dwyer (2004).Results: The study found that consolidation of strategic relationships through collaboration and strategic alliances between MNOs and other supply chain players is one of the ways to drive costs down across the supply chain. Outsourcing of some of the support activities and retailers’ direct purchasing transactions from device manufacturers were also found to be other avenues for reducing supply chain costs in the industry.Conclusion: The study suggests that mobile network operators (MNOs) need to consolidate their strategic relationships by increasing the share of the network infrastructure, and emphasising the need to strive for operational efficiencies. This combined effort should result in significant cost reductions across the supply chain. The findings of this study provided some avenues that managers of mobile-phone companies could consider to drive costs down supply chain-wide and service end-users at lower rates. The findings of this study could also help regulating authorities to get insights into supply chain cost reduction and develop appropriate mobile phone policies in South Africa.

show abstract

“…In such cooperative scenarios, different requirements, which are sometimes conflicting, have to be balanced among players to achieve the sustainability and attractiveness of the business model 34 .…”

Section: Cooperative Business Modelsmentioning

confidence: 99%

Defining Cooperative Business Models for Interorganizational Cooperation

Braccini¹

2012

ijecs

View full text Add to dashboard Cite

Usage of software platforms alongside the business transformation potential of information and communication technology enables cooperation between different companies in both open and networked environments. This is possible when multiple actors cooperate in the delivery of services; each one contributes its own resources, and there is an underlying attractive business model for all of the players involved. This research paper investigates the definition process of a cooperative business model, which involves partners from different countries with different levels of technology, different markets, and different statutory regulations. The aim of this paper is to contribute to both theory and practice by introducing an approach for a cooperative business model definition that can be used in instances where there are conflicting requirements of partners who are willing to cooperate. In the case which is analyzed in this paper, the premature identification of the exploitation alternative scenarios among partners, the adoption of a perspective based on customers' needs by the means of the business episode concept, and the usage of the business model ontology for the description of the structure of the cooperative business model, have helped the different partners to successfully converge to a common and agreed solution. International Journal of Electronic Commerce Studies230

show abstract

Business model requirements and challenges in the mobile telecommunication sector

Cited by 25 publications

References 27 publications

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

A supply chain cost reduction framework for the South African mobile phone industry

Defining Cooperative Business Models for Interorganizational Cooperation

Contact Info

Product

Resources

About