This article originally appeared in the November 2010 issue of NGN.
The NGN Forum will be completing its IMS and 4G Technology and Business Case document 4Q 2010. This paper will develop new business models and use cases for applications running over broadband IP networks.
With data still accounting for only a fraction of carriers' revenue, and standard voice minutes all but commoditized, carriers are looking for new sources of revenue (e.g. adding new voice features, and multimedia applications from third-party developers). This paper will look at how to open up networks to support innovative business models (including IMS, 4G LTE, 4G WiMAX (News - Alert), security, service delivery platform, cloud and smart grid technologies) that can be integrated with the all-IP business model.
While many different e-business conceptualizations exist, Alexander Osterwalder's work will be used. Osterwalder proposed a single reference model based on the similarities of a wide range of business model conceptualizations. With his business model design template described below, an enterprise can easily describe its business model.
Key activities: The activities necessary to execute a company's business model.
Key resources: The resources that are necessary to create value for the customer.
Partner network: The business alliances which complement other aspects of the business model.
Applications Offering, Technology and Product Innovation
Value proposition: The products and services a business offers. Quoting Osterwalder, a value proposition "is an overall view of .products and services that together represent value for a specific customer segment. It describes the way a firm differentiates itself from its competitors and is the reason why customers buy from a certain firm and not from another."
Customer segments: The target audience for a business' products and services.
Channels: The means by which a company delivers products and services to customers. This includes the company's marketing and distribution strategy.
Customer relationship: The links a company establishes between itself and its different customer segments. The process of managing customer relationships is referred to as customer relationship management.
Quantifiable Business Benefits (ROI) Cost structure: The monetary consequences of the means employed in the business model. A definition of cost. Revenue streams: The way a company makes money through a variety of revenue flows. A company's income. (Which business models work.)
Other benefits such as Time to market/agility
Using the methodology we propose in this paper with the support of use cases for NGN IMS apps delivery and technology, including OSS/BSS security, this model will reduce time to market and allow operators to develop and deploy new revenue-generating service offerings.
We encourage NGN telecom operators and vendors to become more involved in helping us move the bar for new IP applications.
TMCnet publishes expert commentary on various telecommunications, IT, call center, CRM and other technology-related topics. Are you an expert in one of these fields, and interested in having your perspective published on a site that gets several million unique visitors each month? Get in touch.
Edited by Stefania Viscusi