Business Models for Municipal Broadband Networks

Author(s):  
Christos Bouras ◽  
Apostolos Gkamas ◽  
George Theophilopoulos ◽  
Thrasyvoulos Tsiatsos

This article examines the most effective business model for the optimal exploitation of the currently developing broadband metropolitan area networks in various municipals around the globe. The proper exploitation strategy of the municipal broadband networks to be deployed could boost the demand for broadband connections and applications. The article describes the relevant, available business models in detail, including ways for broadband infrastructures’ expansion, and deals with viability issues, regarding the managing authority which is responsible for the broadband metropolitan networks. A business model, specifically in the current article, determines the way in which the exploitation of a metropolitan, community-owned, optical network will be effectuated. Municipalities may play a critical role in enabling the deployment of broadband infrastructures by the private sector (Government of Sweden, 2007): • Placing open conduit under all freeways, overpasses, railway crossings, canals and bridges. • Allowing over lashing of fiber on existing aerial fiber structures. • Forcing existing owners of conduit, such as electrical companies, telephone companies, and so forth, to make 100% of their conduit accessible to third parties. • Coordinate construction of all new conduits, especially by building entrances to minimize the “serial rippers” and make all such conduit open to third parties. However, the development of such broadband infrastructures raises several questions regarding the business model that shall be used for their exploitation (e.g., what will be the role of the municipality, what will be the degree of government interventionism, how healthy competition is going to be promoted, how the network’s viability is going to be ensured, etc.). Therefore, this article intends to: • Record international experience with respect to broadband business models for the exploitation of broadband infrastructures. • Summarize the available business models and present, through comparative analysis, the advantages and disadvantages of each business model. The remaining of this article is structured as follows: The next section presents the international experience in developing broadband metropolitan area networks in various municipalities around the globe. Next, the aticle presents and compares the available business models for the optimal exploitation of the broadband municipal networks, and presents the future trends in the area. Finally, the article is concluded.

2020 ◽  
Vol 58 (5) ◽  
pp. 40-46 ◽  
Author(s):  
Jose Alberto Hernandez ◽  
Marco Quagliotti ◽  
Emilio Riccardi ◽  
Victor Lopez ◽  
Oscar Gonzalez de Dios ◽  
...  

Author(s):  
Abid Ali

<p>There are many challenges in the adaptation of m-payment technology such as improved service quality, missing standards, lack of content quality, low customer satisfaction, and lack of a business model. The business model plays a critical role in the success of m-payment technology, and there are different m-payment business models, each with their own advantages and disadvantages. Project managers have little understanding about the different components of these specific business models. This study surveyed different business model’s evaluation criteria from the literature and industry, and used the Analytic Hierarchy Process to evaluate m-payment business models on the basis of these criteria.  The scalability and user centric architecture in the case of service related factors and collaboration &amp; partnership, and response to market trends were the most important factors for sustainability of business models. According to the given criteria, the collaboration model was the most dominant model in the m-commerce domain. A sensitivity analysis was performed in order to find out different views about the final prioritized list under varying conditions.</p>


Organizacija ◽  
2015 ◽  
Vol 48 (2) ◽  
pp. 88-98
Author(s):  
Uschi Buchinger ◽  
Heritiana R. Ranaivoson ◽  
Pieter Ballon

AbstractBackground and Purpose: Though Mobile Wallets have the potential to entirely substitute their physical predecessor, many Mobile Wallets narrow their operations to one particular feature. This might be because of strategic business- model design choices to position themselves strategically as intermediates between users and business partners (third parties) in more delimited markets. Thus, Mobile Wallet Applications (MWAs) often represent platforms in narrow two-sided market structures.Design/Methodology/Approach: The paper focuses on the economics of such platforms by the means of a business model analysis. It examines how business partners are integrated in four MWAs’ strategies: Key Ring, FidMe, Apple Passbook and Qustomer.Results: The paper shows that MWAs strive to incorporate not only a large quantity of partners but also such with a high brand value (quality of partners) in their organization design. These partners shape their service design since none of the platforms offer products or services themselves. Hence, MWAs are dependent on the third parties’ capacity and willingness to fulfill engagements and meet the customer demands.Conclusion: MWAs - though concerned with the inclusion and management of loyalty points and schemes - do not leverage the possibility to generate revenue via third parties’ loyalty points. Theoretically, MWAs could reward or redeem loyalty points themselves.


2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.


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