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The purpose of this paper was to present a number of issues regarding broadband access strategies in the coming years with at least four different competing broadband access forms. Pricing, investment and financing in relation to these issues are presented. The developments of interconnection and Internet governance are also presented.

Description of trends for demand and supply for broadband access and the challenges for financing of the necessary investments.

The most probable outcome for the coming decade is that a broadband access strategy is very dependent on where you believe the saturation level for the demand of bandwidth from normal residential household will be. Wireline and mobile wireless solutions will probably mainly be complements. Furthermore, there is a challenge for the whole telecommunication sector in relation to financing the necessary investments, because several factors are forcing the profit level in the sector downwards. The ongoing merger of two different interconnection regimes has an impact on the economy for network operators. Finally, the challenge of how to govern the Internet is emphasized.

The paper provides a new structure for how to analyse the challenges for the telecom operators regarding choice of access strategy, financing of investments and governance.

The purpose of this paper is to carry out a techno‐economic evaluation of the business prospects of Free Space Optical (FSO) technology as an alternative last mile solution

The analysis is based on the results from the TONIC tool that takes into account parameters such as network topology, area characteristics, service demand, price evolution forecasting and calculates several economic figures‐of‐merits. Furthermore in order to analyze market and technologies uncertainties a thorough risk analysis has been performed

The results reveal that FSO technology could provide a viable alternative in cases where the existing duct availability is limited especially compared to the Fiber‐to‐the‐Home (FFTH) solutions.

This paper studies two alternative last mile broadband technologies FSO and FTTH

The purpose of this paper is to show how the bulk of the mobile telecom traffic is starting to migrate towards internet and IP based services, and the choice of alternative paths is widening as new technologies from different backgrounds are emerging. This paper aims to compare some possible approaches to find out suggestions for the most feasible technology selections.

The case study focuses on big Western European operators being in the position to choose the 3G and beyond technology track – whether continuing to the UMTS path or taking a more radical shift towards a full IP based WiMAX technology. The work includes full quantitative modeling of both cost and revenue sides, separating the network provisioning business from the service provisioning for more detailed economical analysis of the technology choices. For the revenue estimation, specific user benefit modeling has been performed against the technology related parameters. Special emphasis in this paper is on the risk and sensitivity analyses, which reveal more of the case dynamics than bare economic key figures.

The UMTS/HSPA path was found to be the most beneficial and robust continuum for the European incumbent mobile operator. Basing the new data services on WiMAX technology was identified to include more risks, although for an operator not having a license for UMTS network it provides a possibility to serve the high end advanced users profitably. The challenge lies especially in the narrower terminal and user base. In the worst development scenarios, especially the network provider of WiMAX is vulnerable, as making big investments on the network.

Not all possible business cases were analyzed, so that no conclusion can be made, based on this study, on operators without wide GSM background, or WiMAX approaches of a limited scope.

The study gives support for the operators in deciding on strategic deployment plans.

The study provides unique information through comprehensive data gathering, analysis and forecasts, with feasible accuracy level for this kind of case study, combining both technical and business aspects of the still widely uncharted and fast developing mobile data arena.

This article examines the changing pattern for strategic deployment of broadband by BT. BT’s initial attempts to deploy the technology through its ISP failed due to key commercial and technological weaknesses. Thereafter BT shifted to a more strategically defensive strategy based on securing its position of dominance on the UK local access market. This strategy proved considerably more successful. This strategy to deploy a mass market broadband created an evident industrial/corporate strategy interface as BT’s corporate objectives aligned with public policy objectives of creating a universally accessible broadband product. The result of this interface has been to place BT at the heart of the “Broadband Britain” programme – a position that contravenes the original intentions of the UK Government.

The paper aims to explore the “build or lease” dilemma that a new operator faces when it plans to enter a liberalized telecom market. The “build” decision requires the operator to invest in new network infrastructure. The “lease” part involves obtaining access to the subscriber by leasing the access part of the network via local loop unbundling (LLU) and/or by implementing wholesale broadband access (WBA) (also known as bitstream access). Which are the factors that an operator should take into account when it designs a broadband strategy based on LLU and/or WBA? Are there regulatory measures that can affect the outcome of such a strategy? The paper aims to provide specific answers to both questions.

Initially the paper establishes the case that LLU as well as WBA can indeed be considered as a useful instrument during the initial stages of broadband development. Consequently, the paper explores the “build or lease” dilemma by using a cost model created from actual market data that, first, identifies the most crucial parameters for the provision of broadband services via LLU, and, second, analyzes the relation between the operators' cost for full/shared LLU and the relevant cost for WBA deployment. The model is used in several scenarios that examine physical vs distant collocation, number of customers, bandwidth, backhaul links and full/shared unbundling access versus WBA, among other factors.

The cost model shows that there are several factors that should be examined when new entrants design their broadband deployment strategy. In such a case, as an operator establishes market presence, LLU becomes progressively more and more attractive. The paper also discusses how this process can be further accelerated if governments, regulators and operators adopt several additional guidelines with respect to broadband deployment based on LLU and WBA.

The results of the paper guide an operator in the design of a successful broadband strategy based on LLU and WBA.

As far as the authors know, such a cost model is not publicly available in the form of a research paper or otherwise.

To examine broadband competition and broadband penetration in a set of countries that employ the same regulation framework. To define the policy and strategy required to promote broadband in weak markets that do not employ alternative infrastructures.

Study penetration and competition level statistics from 2002 to 2005 in a set of countries with different infrastructures deployed, services provided as well as in their social‐economic structures but employing the same regulation framework. Measure the level of inter‐platform and intra‐platform competition as well as the availability of bitstream access versus the incumbents' shares.

The paper concludes that a mature broadband market is the one that exhibits a high penetration ratio in combination with a high competition level. Bitstream access can counterbalance the inexistence of alternative broadband infrastructures, especially in weak markets. In particular the availability of numerous bitstream access types in combination with the proper price differentiation can fuel broadband adoption in relatively weak broadband markets.

The paper challenges the general rule that only platform (also known as facility) based competition guarantees long‐term growth of the broadband market. Bitstream and resale access do not lag local loop unbundling and can be used in weak markets that do not employ alternative infrastructures to fuel competition in the relevant markets. Different policies and strategies must be followed, in that case, on behalf of the local NRA.

This article seeks to consider why broadband technologies have been so successful in reaching such a large number of new users so quickly, and what characteristics of its pricing have made this possible.

Examines the different pricing strategies available, and their impact on broadband markets and prices, as well as some of the issues involved in measuring broadband prices.

Pricing strategies have major implications for the future development of telecommunication markets, as they are dismantling the constructs on which telecommunication services have historically been priced (namely, distance, time and location). Broadband pricing strategies, especially the growing trend towards flat‐rate pricing, promise to transform the revenue streams and expansion of communication services in future.

The findings, based on analysis of a unique price database across 145 countries, will be of value to operators and regulators.

This paper aims to provide an answer as to whether fibre to the home and other types of fixed internet access still have a role to play in Africa beyond a few urban elites, as well as what business models are likely to be successful in the African context.

The paper uses data from nationally representative ICT household surveys conducted in 12 African countries in 2012. These data are complemented by an OECD broadband pricing methodology and data. In addition to the OECD basket methodology, own baskets were defined to capture the complexity of African products, and to draw out the different business models for fixed and mobile broadband.

The paper demonstrates that if fixed internet is provided as an uncapped service at an affordable price, it has a chance to at least co-exist with mobile broadband in Africa. The availability of fixed internet is rapidly diminishing where it is offered as a capped service and not at prices similar to mobile broadband. The paper also demonstrates that fixed-line telecommunication companies should to focus on data only before mobile operators do, and they lose out once again.

In Africa, mobile voice overtook fixed voice at the turn of the millennium with the introduction of prepaid services. Ten years later, mobile internet is rapidly overtaking fixed internet by overcoming key obstacles to fixed internet access. While the developed world discusses the merits of fixed and mobile broadband, it is clear that for Africa, fixed broadband in the form of fibre to the home, or even plain ADSL, will only reach a few urban elites in the next decade. Fixed-line operators then should rethink their pricing and investment strategies: they are advised to invest in high-speed technologies such as VDSL or fibre to the home, if fixed broadband is to stand a chance against mobile broadband. Whether fixed-line operators will lose the data battle as well will be determined by their business decisions as well as by policy and regulatory interventions.

This paper uses primary household and individual data that allows for a better understanding of internet access and use in Africa. The analysis of internet access prices for ADSL against prepaid and post-paid mobile broadband is used to assess broadband business strategies across 12 African countries. The paper provides policymakers and regulators with the evidence required for an informed ICT policy and regulation and it recommends business strategies that should be pursued by operators to improve broadband sector performance.

To examine the status and strategies of the broadband cable TV industry on a world‐wide basis.

Data were gathered through a review of the literature and a series of one‐on‐one interviews with key industry executives, and with consultant analysts dedicated to the industry. The SWOT technique proved useful in analyzing the organizational environment; value chain analysis was used to understand the value‐generating components of the core activities; a Boston Consulting Group product portfolio matrix identified the nature of the products offered by the industry.

Four forces were identified which had impacted significantly on the industry. These were the rise of the internet, the experience of competition for telephony services, the arrival of satellite TV, and a persistent image of poor customer service. The paper observes that recent trading results have revealed very little evidence that modified strategies are making a significant improvement in the industry's overall competitive position.

Limitations relate to scope of companies chosen for the research and by the dependence on the mainly qualitative nature of the data. Further research is required to review innovation in the light of continuing technology developments and mergers within the industry.

More radical innovation is required so that the industry can successfully address its current difficulties whilst simultaneously preparing itself for future competition.

The interview data when submitted to a strategy framework formulation exercise enabled the environmental situation of the industry to be understood and the identification of the critical success factors to achieve strategic objectives.