Mobile Network Operators and Cooperation - IMP Group

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20 CHAPTER 2. RESEARCH APPROACH • The demand side aspects can be; the market segment and type of customers, users needs and willingness to pay, the combination of users and usage of services ( user environments), the added value of different services (how users perceive the added value) and customer satisfaction and loyalty. • The supply side include aspects like; the service offer and the value proposition (the intended added value), the cost structure, the type and number of actors and their relations, the organization of the supply chain, business roles and how they are combined into a value chain, network or constellation. Included is also how firms establish and maintain their customer relations, strategies for pricing, marketing and bundling of service offers. • The technical aspects include architectural and interface design and the technical performance. Specific performance metrics like data rate, throughput, range, bit error rate should be able to be expressed in terms of more high level metrics like service availability, reliability and quality. The technical performance should be expressed as a function of different capabilities and the resources and costs that are needed to provide these capabilities. Relations between different analysis aspects The analysis is seldom a one-dimensional analysis where the value of one parameter is considered. The analysis usually includes multiple parameters and trade-offs between different requirements. It is important to identify links between different aspects, what mechanisms that are inter-related and under what conditions. For deployment of wireless networks a number of characteristics are inter-related and different trade-offs need to be done. E.g. more spectrum enables higher data rates, wide area coverage requires high transmission power, higher data rates means shorter ranges, and more spectrum leads to cheaper systems. This aspects were highlighted by Jens Zander at a seminar about spectrum allocation 1 . "In principle you can deploy any type of system anywhere, it is just a trade off between different limiting factors. In the case of wireless system it is often cost, power and amount of spectrum" The trade-offs are not only done in the technical domain where you often can calculate and predict what will happen. There may also be trade-offs between technical performance and non-technical aspects. The history, existing systems, usage and market aspect also need to be considered. In addition, the own organization may put requirements or limitations on what can be achieved. This is illustrated by an example from one of the interviews with a local local transportation company in Sweden. 1 Seminar "New spectrum bands - for TV or for mobile broadband", February 5, 2008 organized by IVA The Royal Swedish Academy of Engineering Sciences, presentations available at http://www.iva.se/upload/Ettan/Seminarier/080205KTH.pdf
2.1. SCOPE OF THE TECHNO-ECONOMIC FEASIBILITY ANALYSIS 21 "A new NFC based ticketing system will probably be better. But we have just finalized the installation of a new system and started to use it. We have to live with that one for a number of years. We do not have the resources (or wish) to start again with specification, procurement and negotiations for a new (NFC) system" Combine economic and technical research tradition Technical research is focused on designs of solutions, functionality and algorithms and on performance evaluation. Usually no clear requirement specification is needed; the more and the faster - the better. The motivations is often How can systems, functions and algorithms be designed in order to provide better performance? Business research has another approach where the focus is to describe how services and market systems are built and how they work. Sometimes, but not always, an analysis is included why the market works the way it does. A combination of these research traditions is essential for techno-economic analysis. The knowledge and insights acquired by business researchers can be exploited and used as input for both the technical and business design. In analysis of markets, services and business mechanisms can be used to design requirements for the designs. The results of the technical performance can be used as input to requirement list for both technical and business design. The market understanding is also beneficial to show within which business scenarios different technical solution and business concepts have a potential. In addition, the engineering approach to solve problems and improve systems would be able to apply also in the business domain. Even if you consider a lot of technical and business aspects, a new concept may not be adopted, it may not even be considered. When you want to predict business feasibility of a technical solution or solution you also need to consider these two questions • What kind of development can make it happen? • What are the consequences of this scenario if it happens? It may be that a technical solution that clearly shows good performance in some aspects turn out to be less suitable if some other aspects are considered. When the adoption is slow typically a number of obstacles are identified. It may be high costs, lack of standardization or shortage of some type of equipment, e.g. handsets or contactless readers. Even when these obstacles are removed it turns out that the solution or service is not used because of some other reason. In order to understand the mechanisms behind these other reasons you need to understand the behavior of organizations (and people) in different situations. This type of analysis is one of the key questions that will be discussed in this PhD thesis.
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Page 7 and 8: Acknowledgements When I today in Ja
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4.3. METHODOLOGY 89 4.3 Methodology
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4.3. METHODOLOGY 91 Company Positio
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4.4. THE FEMTOCELL CONCEPT 93 4.4 T
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4.8. ANALYSIS 119 What is the motiv
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Bibliography Own publications Analy
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BIBLIOGRAPHY 205 Business Analysis
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BIBLIOGRAPHY 207 [46] J. Espino, J.
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BIBLIOGRAPHY 209 [69] J. Gordijn, a
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BIBLIOGRAPHY 211 [104] M. Tankard,T
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BIBLIOGRAPHY 213 [139] A. Cuevas et
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BIBLIOGRAPHY 215 [168] J. Bergman e
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BIBLIOGRAPHY 217 [200] D. Choi, et
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BIBLIOGRAPHY 219 [231] P. Pedersen,
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