DEVELOPMENT approaches AND STRATEGIC MOVEMENTS WITHIN THE MOBILE TELECOMMUNICATION FIELD

In February 2000, when Vodafone took control of the British operator Orange, they had to split, because Vodafone owned two mobile telephony licenses in the same country – Great Britain – fact that was interdicted by the European legislation. So, on 30th of May 2000, France Telecom announced the purchase of the mobile telephony operator – Orange public limited company (plc) – from Vodafone for the amount of 40 billion euro. Focusing on the fusion – acquisition as a way of development for the mobile telecommunication companies, this paper begins with a theoretical analyze of some concepts related to the external growth. The example taken reveals the advantages and disadvantages of the fusion – acquisition France Telecom – Orange as well as the dangers that an enterprise has to face when it decides to appeal to the external growth.external growth, mobile telephony, cultural issues, subsidiary

Privatization Experiences in France

France lived through a long period of nationalization until the early 1980s, when nearly all the largest industrials firms as well as all the banks and public services were state-owned. Since then, a series of privatization moves have caused the state sector to shrink. Public services present a complex situation. For example, after its IPO, the national telecommunications operator France Telecom was simultaneously subjected to the deregulation of the telecom market in the world and to a new type of governance. EDF, the national electricity producer is next in line and should experience the same problems and opportunities.privatisation, competition, regulation, utilities

Modes of governance of new service development for mobile networks. A life cycle perspective

This paper focuses on governance modes for service development ofmobile telephone networks (GSM, WAP, GPRS, UMTS). 'Services' refer toservices embodying a specific content. The paper shows that the phaseof the life cycle of the network and the service affects the choice ofgovernance mode of new service development projects. Governance modesinclude internal development by the telecom operator, several forms ofcollaboration between telecom operator and service firm, and onlyproviding a network by the telecom operator to the service firm, whichthen develops and provides its services (external). In this paper amodel is developed for the governance mode of service development indifferent phases of the life cycles of the mobile network and service,based on the degrees of uncertainty and urgency involved in thenetwork and service development processes. Four cases are presented ofservice development projects for mobile telecom networks. These casesindicate that the number of redesigns and the level of communicationcosts in collaboration projects indeed depend on the degree of urgencyand uncertainty involved in these projects, which are in turn affectedby the life cycle of the network and service.portfolio selection;technology adoption;mobile networks;collaboration for service development;product and service life cycles

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

Flexible fog computing and telecom architecture for 5G networks

We review a novel, secure, highly distributed and ultra-dense fog computing infrastructure, which can be allocated at the extreme edge of a wired/wireless network for a Telecom Operator to provide multiple unified, cost-effective and new 5G services, such as Network Function Virtualization (NFV), Mobile Edge Computing (MEC), and services for third parties (e.g., smart cities, vertical industries or Internet of Things (IoT)). The distributed and programmable fog technologies are expected to strengthen the position of the Mobile Network and cloud markets; key benefits are the dynamic deployment of new distributed low-latency services. The architecture consists of three main building blocks: a) a scalable node, that is seamlessly integrated in the Telecom infrastructure; b) a controller, focused on service assurance, that is integrated in the management and orchestration architecture of the Telecom operator; and c) services running on top of the Telecom infrastructure.Peer ReviewedPostprint (author's final draft

Modes of governance of new service development for mobile networks. A life cycle perspective

This paper focuses on governance modes for service development of mobile telephone networks (GSM, WAP, GPRS, UMTS). 'Services' refer to services embodying a specific content. The paper shows that the phase of the life cycle of the network and the service affects the choice of governance mode of new service development projects. Governance modes include internal development by the telecom operator, several forms of collaboration between telecom operator and service firm, and only providing a network by the telecom operator to the service firm, which then develops and provides its services (external). In this paper a model is developed for the governance mode of service development in different phases of the life cycles of the mobile network and service, based on the degrees of uncertainty and urgency involved in the network and service development processes. Four cases are presented of service development projects for mobile telecom networks. These cases indicate that the number of redesigns and the level of communication costs in collaboration projects indeed depend on the degree of urgency and uncertainty involved in these projects, which are in turn affected by the life cycle of the network and service