Finding Services and Business Models for the Next-Generation Networks

companies’ proposals, which need a longer process of maturation, means that operators are unable to take it “as it is”.

Finally, the companies generating such applications are continuously trying to develop creative thinking based on both their talent in the use of several items: outside involvement, assuming the challenge of the launch, choosing the right powerful dynamic advocacy, communication, etc., and taking the risk of the entrepreneurial phenomenon. This is where the market cash is generated, the turnover that pulls the strings of agreements in the value chain, the basis for all the efforts that capitalise new planning.
These terms and conditions for viewing the "business" are the premise that should generate a structured approach to construct a formal system usually composed of elements that become a "business model". These may well relate to the reference named "business ontology" (Ostenwalder, 2004). However, this approach challenges some points of this document, namely:

1. 
   Value proposition.
   

In this case the value proposition is tied around the needs that have been discovered in the context of mobility, by providing a variety of ubiquitous features that accompany the customer. Therefore, the needs of the professionals are increasing as they are linked to market needs, which is the reason why companies create compelling applications. However, one issue is the value proposition, and another is the supply, i.e., conditions that make it attractive and viable. It should support the whole chain of technology and infrastructure, making feasible some of the developments that the companies make to be in the innovation portfolio.

2. 
   Elements that support the value proposition.
   

Among the elements that make the value proposition, we can distinguish key components, namely the constraints associated with the relational structure of the agents involved in the setting of the offer. Given the level of integration required, fundamental policies should be in place, forming cluster type development strategies and even setting up "joint ventures". These branches also require a management model for sharing information and knowledge to develop ways in which to coordinate the relational framework, establishing certain protocols and formal processes. Moreover, the relationship is considered a distinct expertise in which each party assumes a specific competency framework. There are three clear areas, on the one hand, infrastructure and investment, on the other, the technology base, and finally, the creativity around the applications.

3. 
   Projection of the value proposition and stakeholders.
   

Looking into the market value, is important to note open and participatory dynamics that must be established within outsiders, trying to identify needs and specifically, segments where the feeling of belonging or clan, might allow the development of a branding and future development. To carry out this task all relevant information is channelled through different channels of communication that are inserted into the social networks, websites and networks and events, responding more to a relationship with information, and more people- centred experts.

4. 
   Schemes of costs, revenues and results.
   

With all these variables, achieving a model that supports the revitalization of the value proposition is sustained in the cross-cutting activities that are determined by the cost structures that must be supported, namely, infrastructure and personnel etc… These activities are clearly linked to the flow of income, outside sales and within the "base technology companies". It is clear that this relationship of income and expenditure is
associated with a control scheme that enables the progress of activities, the status of critical assets that sits on the competitiveness of the organization and its derivative in a control panel that can generate a scheme of "input-output" or "cause and effect" very enriching for directing and managing the task.

Fig. 3. Business Model Canvas

Therefore, the model provides a number of key considerations that must be taken into account when it comes to the strategic thinking that is required to organise the initial premise, and thereafter to realise the vision.

2.