Telecommunication (telecom) companies face increasingly tough times as digitization reshapes the industrial landscape. In 2012, telecom companies acknowledged that over-the-top (OTT) communication services have become the greatest threat to their revenues. OTT communication services use the internet to deliver an array of services such as voice, video calls, and messaging. Some of the most popular OTT companies are Skype, WhatsApp, WeChat, Google Hangouts, Viber, Line, etc. The continued business disruption is driving telecom companies to investigate platform-based business models as key ingredients to survival. Platform business models are the core of some of the most powerful and fastest-growing companies such as Alibaba, Uber, Airbnb, Facebook, etc. Platform businesses bring together producers and users in efficient exchanges of value. These models are known for leveraging network effects, which means the more participants on the platform, the greater the value produced. With the appearance of the 5th generation (5G) of mobile network connectivity, telecom companies need to know how they can protect themselves from being delegated by disruptors as commodity connectivity providers. In this thesis, we explored the areas where 5G can have an impact in the next five years. We used a technique developed by Professor Marshall Van Alstyne. The technique consists of plotting an interaction's perceived value versus interaction volume then selecting the area with the highest interaction of perceived value and volume. Results showed that immersive media has these characteristics. After we identified the area, we selected a platform using the concept evaluation methodology. The most feasible multi-sided platform (MSP) for the telecom industry in the next five years is a 3600 HD video platform with live and recorded long-tail content (large number of unique items with relatively small quantities). The MSP consists of four sides: users, content developers, advertisers, and software developers. Platform launch, monetization, openness and network effects strategies are proposed. Moreover, a financial analysis was performed. Results show the proposed MSP is a feasible option. Finally, a stakeholder analysis compares an existing digital platform versus our proposed platform. Results show similar behavior.

"This book provides original, in-depth, and innovative articles on telecommunications policy, management, and business applications"--Provided by publisher.

This book reflects the tremendous changes in the telecommunications industry in the course of the past few decades – shorter innovation cycles, stiffer competition and new communication products. It analyzes the transformation of processes, applications and network technologies that are now expected to take place under enormous time pressure. The International Telecommunication Union (ITU) and the TM Forum have provided reference solutions that are broadly recognized and used throughout the value chain of the telecommunications industry, and which can be considered the de facto standard. The book describes how these reference solutions can be used in a practical context: it presents the latest insights into their development, highlights lessons learned from numerous international projects and combines them with well-founded research results in enterprise architecture management and reference modeling. The complete architectural transformation is explained, from the planning and set-up stage to the implementation. Featuring a wealth of examples and illustrations, the book offers a valuable resource for telecommunication professionals, enterprise architects and project managers alike.

In the field of strategic management and business intelligence, a formidable challenge is present—conventional decision-making processes, heavily reliant on internal and external reports, struggle to meet the demands of this data-driven era. As organizations grapple with the increasing influx of data, the imperative for a strategic shift becomes undeniably apparent. Using Strategy Analytics for Business Value Creation and Competitive Advantage helps to guide leaders in extracting value, structuring complex problems, and crafting robust business strategies. Scholars and industry experts alike will find within the pages of this comprehensive guide a roadmap to navigate the intersection of organizational strategy and analytics, ultimately unlocking the key to business brilliance. Using Strategy Analytics for Business Value Creation and Competitive Advantage stands as a testament to the commitment to addressing the prevailing challenges in strategic decision-making. Tailored for researchers, academicians, industry experts, and scholars, the book delves into the intricacies of strategy analytics, offering transformative insights for those seeking a competitive edge in the evolving business landscape. Capturing the essence of this exploration, the transformative potential of strategy analytics is encapsulated in this valuable resource.

Randall B, Lowe Piper & Marbury, L.L.R The issue of costing and pricing in the telecommunications industry has been hotly debated for the last twenty years. Indeed, we are still wrestling today over the cost of the local exchange for access by interexchange and competitive local ex change carriers, as well as for universal service funding. The U.S. telecommunications world was a simple one before the emergence of competition, comprising only AT&T and independent local exchange carriers. Costs were allocated between intrastate and interstate jurisdictions and then again, between intrastate local and toll. The Bell System then divided those costs among itself (using a process referred to as the division of revenues) and independents (using a process called settlements). Tolls subsidized local calls to keep the politi cians happy, and the firm, as a whole, covered its costs and made a fair return. State regulators, however, lacked the wherewithal to audit this process. Their con cerns centered generally on whether local rates, irrespective of costs, were at a po litically acceptable level. Although federal regulators were better able to determine the reasonableness of the process and the resulting costs, they adopted an approach of "continuous surveillance" where, like the state regulator, the appearance of rea sonableness was what mattered. With the advent of competition, this historical costing predicate had to change. The Bell System, as well as the independents, were suddenly held accountable.