Next Generation Service Delivery Platforms

Dieser Beitrag ist mit Zustimmung des Rechteinhabers aufgrund einer (DFG geförderten) Allianz- bzw. Nationallizenz frei zugänglich.This publication is with permission of the rights owner freely accessible due to an Alliance licence and a national licence (funded by the DFG, German Research Foundation) respectively

Next Generation Service Delivery Platforms and Service Overlay Networks

Dieser Beitrag ist mit Zustimmung des Rechteinhabers aufgrund einer (DFG geförderten) Allianz- bzw. Nationallizenz frei zugänglich.This publication is with permission of the rights owner freely accessible due to an Alliance licence and a national licence (funded by the DFG, German Research Foundation) respectively

IT and Telecoms Convergence: Mobile Service Delivery in the EU and Japan

We will show in this paper how the process of delivering mobile content to handsets has changed from proprietary delivery mechanisms towards components making up delivery platforms. This trend is reinforced by content formats migrating from mobile-specific into mainstream Internet formats as handsets get more advanced. Service delivery platforms function as an indicator of the uptake of data services and is the glue between end-users and the originating content. Service delivery platforms also drive a convergence between IT and telecoms companies. This means lower transaction costs for major brands to expand into mobile content distribution.In this paper we compare business strategies and technology choices from Japan and the EU in the period 2000 to 2005 among the following actors: carriers, mobile content providers, service delivery platform providers, and retail brands. Although different business strategies have been pursued in Japan and the EU we show that underlying key delivery technology is similar, and the patterns of IT and telecoms convergence are clear. This analysis also demystifies the content delivery process in Japan.We use both concepts of network effects and systems evolution to explore how content provision has changed in the market to accommodate evolving service delivery platforms, containing disruptive technologies, and the associated business models, that are affected by coordination costs. This research is built on extensive industry contacts in Japan during two periods, 1999-2001 and 2002-2005

A framework for abstracting complexities in service delivery platforms

The telecommunication (telco) and Information Technology (IT) industries are converging into a single highly competitive market, where service diversity is the critical success factor. To provide diverse services, the telco network operator must evolve the traditional voice service centric network into a generic service centric network. An appropriate, but incomplete, architecture for this purpose is the Service Delivery Platform (SDP). The SDP represents an IT-based system that simplifies access to telco capabilities using services. SDP services offer technology independent interfaces to external entities. The SDP has vendor-specific interpretations that mix standards-based and proprietary interfaces to satisfy specific requirements. In addition, SDP architectural representations are technology-specific. To be widely adopted the SDP must provide standardised interfaces. This work contributes toward SDP standardisation by defining a technology independent and extendable architecture, called the SDP Framework. To define the framework we first describe telecom-IT convergence and a strategy to manage infrastructure integration. Second, we provide background on the SDP and its current limitations. Third, we treat the SDP as a complex system and determine a viewpoint methodology to define its framework. Fourth, we apply viewpoints by extracting concepts and abstractions from various standard-based telecom and IT technologies: the Intelligent Network (IN), Telecommunication Information Networking Architecture (TINA), Parlay, enhanced Telecommunications Operations Map (eTOM), Service Oriented Architecture (SOA) and Internet Protocol Multimedia Subsystem (IMS). Fifth, by extending the concepts and abstractions we define the SDP framework. The framework is based on a generic business model and reference model. The business model shows relationships between SDP, telco and external entities using business relationships points. The reference model extends the business model by formalising relationships as reference points. Reference points expand into interfaces exposed by services. Applications orchestrate service functions via their interfaces. Service and application distribution is abstracted by middleware that operates across business model domains. Services, interfaces, applications and middleware are managed in Generic Service Oriented Architectures (GSOA). Multiple layered GSOAs structure the SDP framework. Last, we implement the SDP framework using standard-based technologies with open service interfaces. The implementation proves framework concepts, promotes SDP standardisation and identifies research areas

The role of 'hidden' community volunteers in community-based health service delivery platforms: examples from sub-Saharan Africa

Community-based research on child survival in sub-Saharan Africa has focussed on the increased provision of curative health services by a formalised cadre of lay community health workers (CHWs), but we have identified a particular configuration, that deserves closer scrutiny. We identified a two-tiered CHW system, with the first tier being the lessor known or 'hidden' community/village level volunteers and the second tier being formal, paid CHWs, in Ethiopia, Mali, and Niger. Whilst the disease-focussed tasks of the formal CHW tier may be more amenable to classic epidemiological surveillance, we postulate that understanding the relationship between formalised CHWs and volunteer cadres, in terms of scope, location of practice and ratio to population, would be important for a comprehensive evaluation of child survival in these countries.We report on the findings from our joint qualitative and quantitative investigations, highlighting the need to recognise the 'hidden' contribution of volunteers. We need to better characterize the volunteers' interaction with community-based and primary care services and to better understand ways to improve the volunteer systems with the right type of investments. This is particularly important for considering the models for scale-up of CHWs in sub-Saharan Africa.IS

The emergence of the mobile internet in Japan and the UK: platforms, exchange models, and innovation 1999‐2011

In 1999 Japanese mobile operator NTT DoCoMo launched arguably the world’s first successful mobile Internet services portal called “i‐mode”. In Europe at the same time a series of failures diminished the opportunities to attract customers to the mobile Internet. Even though similar Internet technologies were available in Japan and the UK, very different markets for services developed during the initial years 1999‐2003. When the West expected Japanese firms to become dominant players in the mobile digitalisation of services during the introduction of 3G networks, it remained instead a national affair. The dominant views of how markets for mobile services operated seemed flawed.   So‐called delivery platforms were used to connect mobile phones with service contents that were often adapted from the PC world. Designing and operating service delivery platforms became a new niche market. It held a pivotal role for the output of services and competition among providers.   This thesis sets out to answer a set of inter‐related questions: How and where did firms innovate in this new and growing part of the service economy and how are new business models mediated by service delivery platforms? It argues that innovation in the digitalised economy is largely influenced by firms achieving platform leadership through coordination of both technological systems and the creation of multi‐sided exchanges. This thesis demonstrates from cases of multi‐sided markets in operator‐controlled portals, of mobile video and TV and of event ticketing in Japan and the UK that defining the scope of the firm on the network level forms the basis for incremental innovation, the dominant form of service innovation. A parallel focus on coordinating platform technology choices forms the basis for firms to trade fees, advertisements, and user data, enabling control over profitable parts of multi‐sided value networks

Specifying Enabling Services in Telecommunications Service Systems

In telecommunications, increasingly complex service systems evolve which have the objective to produce ICT services. The increased complexity is due to the convergence of the industry sectors information technology, telecommunications and media. Telecommunication network operators are challenged to modify their business strategies: they can not any more produce ICT services in a vertically integrated fashion but need to market preliminary services as suppliers for other ICT service providers. For this task, modular service concepts known from Service Science and IS research can be employed. ICT service modules, so called Enabling Services, are provided on Service Delivery Platforms to support service development. In this work, an Enabling Service conceptualization is developed. Based on a case study, a process for the specification of Enabling Services is presented

Achieving a designed customer experience across multiple delivery platforms: A telco perspective

'Customer experience' is a term that covers a wide range of activities that take place between suppliers and users of products and services. LaSalle and Britton define it as 'a holistic experience which involves a person - as opposed to a customer - as a whole at different levels and in every interaction between such person and a company' (2003). This research considers a key aspect of such an holistic experience: that which is embodied in the product or service under consideration. In the context of increasing mobile technology convergence, the paper considers new approaches that focus on developing the necessary underlying enablers and common interaction flows that are required to deliver a designed experience, taking into account the increasing number of mobile operating systems and service delivery platforms. Ultimately these models move towards allowing users to 'co-create their own unique experiences' (Pralahad and Ramswamy, 2004). The convergence between IT and telecommunications domains presents a unique challenge to product and service designers. Services are increasingly accessible via multiple delivery devices and delivery networks. This trend has been seen most recently in the advent of Internet based services being delivered via mobile phones where 'mobile service delivery and technologies have become the glue between previously secluded 'telecom' and "IT' domains' (Karrberg and Liebenau, 2006). At the same time network operators are trying to tighten their relationship with their customers by offering 'sticky' services aimed at raising the barriers to customer mobility. These two trends lead to a new design challenge: how to design a recognisably consistent and compelling product customer experience that applies over all delivery services, operating systems and networks. Solutions to this problem have to date been either technology led, focussing on integrated delivery platforms, or reliant on rule-based design. Crucial to this analysis is the 'role Please use this identifier to cite or link to this item

A two-dimensional architecture for end-to-end resource management in virtual network environments

In recent years, various network virtualization techniques have been proposed for flexibly supporting heterogeneous services over virtual network platforms. However, systematic views on how virtual network resources (VNRs) can be practically managed in such open environments has been missing till now. To fill the gap, we present in this article a two-dimensional architecture for end-to-end VNR management from distinct viewpoints of service providers and network providers. The horizontal dimension of VNR management allows SPs to bind VNRs rented from heterogeneous NPs to form unified end-to-end service delivery platforms. The vertical dimension of VNR management enables NPs to perform cost-efficient allocation of VNRs to requesting SPs, but without necessarily forcing themselves to collaborate with each other. Such a VNR management architecture will complement existing network virtualization platforms in accelerating the realization of virtual resource sharing in the future Internet business marketplaces.Peer ReviewedPostprint (published version