Revenue requirements for mobile operators with ultra-high mobile broadband data traffic growth.

Mobile broadband data access over cellular networks has been established as a major new service in just a few years. The mobile broadband penetration has risen from almost zero to between 10 and 15 per cent in Western European leading markets from 2007 to the end of 2009. More than 75% of network traffic was broadband data in 2009, and the data volumes are growing rapidly. But the revenue generation is the reverse as the average for operators in Europe in 2009 was around 77 per cent of service revenues from voice, 10 per cent from SMS and 13 per cent from other data. Voice and broadband data service are built on two quite different business models. Voice pricing is volume based. Revenue depends linearly on the number of voice minutes. Broadband data service on the other hand is mainly flat fee based even if different levels are being introduced as well as tiers. Revenue is decoupled from traffic and therefore also from operating costs and investment requirements. This is what we define as a revenue gap. Earnings as well as internal financing will suffer from increasing traffic per user unless the flat fee can be raised or changed to volume based, other revenue can be obtained and/or operating costs and investments can be reduced accordingly. Observable trends and common forecasts indicate strong growth of mobile broadband traffic as well as declining revenue from mobile voice in the next five year period. This outlook suggests a prospective revenue gap with weak top-line growth and expanding operating costs and investment requirements. This is not only a profitability and cash flow issue. It may also severely restrict the industry's revenue and profit growth potential if it is handled mainly by cost-cutting. In sections 2 - 4 we describe related work, our contribution, the specific research questions as well as the methodology and its problems. Section 5 is an overview of mobile operators' revenue, its sources and development till today. Section 6 presents trends, developments and published forecasts that may be relevant for the future. Section 7 contains our conclusions. --Mobile broadband,mobile operator revenues,revenue requirements,voice revenues,non-voice revenues

Innovation in the Wireless Ecosystem: A Customer-Centric Framework

The Federal Communications Commission’s Notice of Inquiry in GN 09-157 Fostering Innovation and Investment in the Wireless Communications Market is a significant event at an opportune moment. Wireless communications has already radically changed the way not only Americans but people the world over communicate with each other and access and share information, and there appears no end in sight to this fundamental shift in communication markets. Although the wireless communications phenomenon is global, the US has played and will continue to play a major role in the shaping of this market. At the start of a new US Administration and important changes in the FCC, it is most appropriate that this proceeding be launched.

Assessment of First Comer Advantages and Network Effects; the Case of Turkish GSM Market

First comer advantages and network effects are frequently stated as among the most important determinants of market structures and this is particularly relevant for network economies including telecommunications markets. Connected to this, regulatory tools such as number portability have frequently been used to reduce market imperfections resulting from these effects. Within this context, this paper aims to analyze the role of these factors in creating the current market structure of Turkish GSM sector. By examining relevant data such as development of market shares in a historical perspective and by making use of consumer surveys, it is concluded that the dominant operator has benefited from being first comer in the market and established a stable market share (power) due to network effects that are used by this firm deliberately to entrench its position especially in the form of switching costs, scale economies, brand image and tariff (on-net vs. off-net pricing) differentiation; however, it is also observed that introduction of number portability lead to reduction in switching costs, increasing market competition. --First comer advantages,Network effects,Mobile telephony (GSM),number portability,Competition,Regulation and Consumer preferences

Amazon and Platform Antitrust

With its decision in Ohio v. American Express, the U.S. Supreme Court for the first time embraced the recently developed, yet increasingly prolific, concept of the two-sided platform. Through advances in technology, platforms, which serve as intermediaries allowing two groups to transact, are increasingly ubiquitous, and many of the biggest tech companies operate in this fashion. Amazon Marketplace, for example, provides a platform for third-party vendors to sell directly to consumers through Amazon’s web and mobile interfaces. At the same time that platforms and their scholarship have evolved, a burgeoning antitrust movement has also developed which focuses on the impact of the dominance of these tech companies and the fear that current antitrust laws are ill-equipped to prevent any potential anticompetitive behavior. Many of those who feel this way worried that American Express, which decided whether a plaintiff alleging anticompetitive behavior by a two- sided platform would have to show harm to both sides of the market to make a prima facie case, would give companies like Amazon even more power. This Note argues that while the case could be interpreted in such a way, because Amazon and similarly situated platforms possess a great degree of control over their users—in some cases competing with them directly—it would be unwise to do so

FIDE Congress 2020 - EU Competition Law and the Digital Economy: United Kingdom Report

This report was prepared for the 29th biennial Congress of the International Federation of European Law (FIDE) to be held in The Hague in May 2020. It is the national report for the United Kingdom in response to Topic 3 of the 2020 FIDE Congress, titled ‘EU Competition Law and the Digital Economy’. This report offers an overview of UK competition enforcement in digital economy markets by answering twelve questions organised into four sections. Part A summarises key UK antitrust and merger decisions, agency publications, priorities and goals of enforcement in digital economy markets. Part B focuses upon the definition of markets and conceptualisation of market power by UK authorities in digital economy cases in light of their challenges and particularities. Part C offers a detailed overview of the issues underpinning UK antitrust and merger scrutiny in this field: the types of conduct investigated, relevant factors and concepts, theories of harm, efficiency justifications and remedies in digital economy cases. Finally, Part D identifies the potential for incoherent enforcement in this field from two different sources: the overlap between UK competition law and ex ante regulatory regimes (e.g. consumer protection, data protection); and the overlap between the powers of various UK competition decision-makers (e.g. sectoral regulators, the Competition Appeal Tribunal, and the courts)

ReQwip : business plan and go-to-market strategy

textThe nature of this Report is to outline the proposed business opportunity for reQwip -- an online marketplace for buying, selling and renting sports equipment -- and the go-to-market strategy for this young startup. reQwip is an Austin, Texas-based technology company founded by students and alumni of The University of Texas at Austin for the purpuse of creating a mobile, peer-to-peer (P2P) marketplace for buying, selling and renting new and used sports equipment. ReQwip is launching its minimum viable product (MVP) in Spring 2014. The MVP is a liquid marketplace focused specifically on buying and selling new and used cycling and triathlon gear in Austin,TX and greater Central Texas. This MVP is our gateway into a sporting goods industry worth $150 billion in sales worldwide and$54 billion in the United States, of which $1-3 billion is used gear sales in the U.S.AdvertisingBusiness Administratio

Дослідження системи операційного менеджменту організації, на прикладі Apple Computer, Inc

The object of investigation is the process of managing of operating activities of Apple, Inc. The aim of the work is to formulate theoretical approaches and to develop practical recommendations on directions of improvement of operating management at the organization. Research methods cover methods of analysis, synthesis, comparison, detailing, system approach. This master’s research paper analyzes the operational management of Apple, Inc. and provides recommendations for it’s improvement. In particular, the main directions of solving the problems of operational management of the company have been outlined, the proposals on improvement of expansion distribution network and organization of innovative activity of the Apple Inc. have been made.Об'єкт дослідження ‒ процес управління операційною діяльністю компанії Apple, Inc. Мета дослідження - формування теоретичних підходів та розробка практичних рекомендацій щодо напрямів вдосконалення системи операційного менеджменту компанії Apple, Inc. Методи дослідження: методи аналізу, синтезу, порівняння, деталізації, системний підхід. У роботі проведено аналіз операційного менеджменту Apple, Inc., а також викладені рекомендації щодо його вдосконалення. Зокрема, окреслено основні напрями вирішення проблем операційного менеджменту компанії, внесено пропозиції щодо розширення дистриб’юторської мережі, а також вдосконалення організації інноваційної діяльності Apple Inc.Introduction 6 CHAPTER 1 THE THEORETICAL FRAMEWORK OF OPERATIONAL MANAGEMENT 8 1.1 Meanings and definition of operational management 8 1.2 Principles and methods of operations management 12 1.3 Factors affecting the Operations activity of Apple Inc. company 21 CHAPTER 2 RESEARCH AND ANALYSIS 31 2.1 Сompany introduction 31 2.2 SWOT - analysis of Apple Inc. Company 46 2.3 Analysis of operation management at Apple Inc 50 CHAPTER 3 RECOMMENDATIONS FOR IMPROVING OF OPERATIONAL MANAGEMENT AT THE APPLE INC 63 3.1 The main directions of solving operational management problems of the company 63 3.2 Recommendations concerning improvements of Distribution in the organization 65 3.3 Recommendations concerning improvements of innovative activity at the organization 67 CHAPTER 4 SPECIAL PART 73 4.1 Current trends in the field 73 4.2 Company policy in the market 75 CHAPTER 5 RATIONALE FOR RECOMMENDATIONS 77 5.1 Statement for recommendations at Company 77 CHAPTER 6 OCCUPATIONAL HEALTH AND SAFETY AT THE ENTERPRISE 79 6.1 The aim of occupational health 79 6.2 Organization of occupational health and safety at the enterprise 86 CHAPTER 7 ENVIRONMENTAL ISSUES 92 7.1 Environmental issues in the field 92 7.2 Еnvironmental factors 94 Conclusions 96 References 98 Appendices 10

BUSINESS MODELS IN TWO-SIDED MARKETS: AN ASSESSMENT OF STRATEGIES FOR APP PLATFORMS

„App platforms” are electronic software distribution markets for mobile devices like smartphones or tablets. They have gained popularity after Apple launched its AppStore in 2008. Since then, app platforms have transformed the entire mobile communication industry including mobile network operators, device producers, software suppliers, content providers, advertisers, etc. Platforms (like AppStore) that intermediate between two distinct groups of customers connected through indirect network effects can be analyzed effectively using the theory of two-sided markets. The interdependencies of customers, platforms and developers require consideration of strategic issues not present in traditional models. These issues may pertain to all development phases, including platform design, launch and competition and thus, have an effect on existing and new business models in this sector. Economics literature on two-sided markets focuses on theoretical analysis, paying not much attention to managerial implications. Strategic management literature, on the other hand, rather provides practical guidelines. Within this paper, we discuss strategic issues arising in the app platform industry, combining these streams of literature. Based on a thorough analysis of the key stakeholders in the app platform industry (platform owner, developers, and users), we use our findings to provide management recommendations and discuss probable evolutions of the industry