Enabling pervasive computing with smart phones

The authors discuss their experience with a number of mobile telephony projects carried out in the context of the European Union Information Society Technologies research program, which aims to develop mobile information services. They identify areas where use of smart phones can enable pervasive computing and offer practical advice in terms of lessons learned. To this end, they first look at the mobile telephone as * the end point of a mobile information service,* the control device for ubiquitous systems management and configuration,* the networking hub for personal and body area networks, and* identification tokens.They conclude with a discussion of business and practical issues that play a significant role in deploying research systems in realistic situations

A review of personal communications services

This article can be accessed from the link below - Copyright @ 2009 Nova Science Publishers, LtdPCS is an acronym for Personal Communications Service. PCS has two layers of meaning. At the low layer, from the technical perspective, PCS is a 2G mobile communication technology operating at the 1900 MHz frequency range. At the upper layer, PCS is often used as an umbrella term that includes various wireless access and personal mobility services with the ultimate goal of enabling users to freely communicate with anyone at anytime and anywhere according to their demand. Ubiquitous PCS can be implemented by integrating the wireless and wireline systems on the basis of intelligent network (IN), which provides network functions of terminal and personal mobility. In this chapter, we focus on various aspects of PCS except location management. First we describe the motivation and technological evolution for personal communications. Then we introduce three key issues related to PCS: spectrum allocation, mobility, and standardization efforts. Since PCS involves several different communication technologies, we introduce its heterogeneous and distributed system architecture. IN is also described in detail because it plays a critical role in the development of PCS. Finally, we introduce the application of PCS and its deployment status since the mid-term of 1990’s.This work was supported in part by the National Natural Science Foundation of China under Grant No. 60673159 and 70671020; the National High-Tech Research and Development Plan of China under Grant No. 2006AA01Z214, and the Engineering and Physical Sciences Research Council (EPSRC) of UK under Grant EP/E060722/1

Business model requirements and challenges in the mobile telecommunication sector

The telecommunications business is undergoing a critical revolution, driven by innovative technologies, globalization, and deregulation. Cellular networks and telecommunications bring radical changes to the way telecom businesses are conducted. Globalization, on the other hand, is tearing down legacy barriers and forcing monopolistic national carriers to compete internationally. Moreover, the noticeable progress of many countries towards deregulation coupled with liberalization is significantly increasing telecom market power and allowing severe competition. The implications of this transition have changed the business rules of the telecom industry. In addition, entrants into the cellular industry have had severe difficulties due to inexistent or weak Business Models (BMs). Designing a BM for a mobile network operator is complex and requires multiple actors to balance different and often conflicting design requirements. Hence, there is a need to enhance operators’ ability in determining what constitutes the most viable business model to meet their strategic objectives within this turbulent environment. In this paper, the authors identify the main mobile BM dimensions along with their interdependencies and further analysis provides mobile network operators with insights to improve their business models in this new ‘boundary-less’ landscape

Political institutions and the development of telecomunications

It has traditionally been argued that the development of telecommunications infrastructure is dependent on the quality of countries’ political institutions. We estimate the effect of political institutions on the diffusion of three telecommunications services and find it to be much smaller in cellular telephony than in the others. By evaluating the importance of institutions for technologies rather than for industries, we reveal important growth opportunities for developing countries and offer policy implications for alleviating differences between countries in international telecommunications development.Political constraints, Telecommunications, GMM, Economic development.

Towards a business model for cellular network and telecommunication operators: a theoretical framework

Cellular networks and telecommunications bring major change to the way businesses are conducted. Mobility has become one of the main priorities for users and this has impacted on cellular networks and telecommunication operators (CNTOs). However, entrants into the cellular industry have been confounded primarily by inexistent or weak Business Models (BMs). Designing a BM for a CNTO is complex and requires multiple actors to balance different and often conflicting design requirements. Nevertheless, most research about CNTOs has been technically oriented and has mainly addressed the technological and engineering issues related to their infrastructure. Less attention has been given to the business model of CNTOs. Hence, there is a need to enhance our ability to determine what constitutes the optimal and most viable business model to meet the various strategic objectives and goals for these CNTOs. In this paper an overview of research into the cellular business model and the main issues to be resolved is provided. In particular, the authors propose guidelines as a basis on which to develop a more comprehensive definition which may lead to a consensus. Moreover, a generic model (V4 Model) is proposed for the BM of these companies based on value proposition, value architecture, value network and value finance