nt in these companies with inflated salaries: one company even offered a brand new BMW as a sign-up bonus. These engineers were in turn tasked to design and build operators mobile networks at high premiums. The valuation of network planning companies grew significantly, with many of them priced at several billion dollars at the turn of the 21st century. The value proposition of network planning companies was their turn-key solution provision. Many of these companies designed the cellular network based on the expected Broadband Telecommunications Technologies and Management voice traffic, determined the number of base stations and locations, built the infrastruc- ture and installed the base station equipment, and optimised the coverage by tuning the antennas. They also offered continuous tuning and optimisation as the subscriber base grew. Many of these tasks were carried out in-house but some were also outsourced. A business model diagram of the cell design companies is shown in Figure 13.17. Of particular value was the network planning software which simulated a base station signal coverage based on three-dimensional maps. Expertise in RF engineering such as site engineering was also of value. As more accurate network planning software entered the market, the main component of the value proposition of network planning companies became an experienced work force. However, as more engineers entered the job market this value proposition fell. Moreover, much of the design and simulation work was carried out remotely and in lower cost countries. The entrance of lower cost network planning companies into the market and competition for operator's business drove the prices down. On the other hand, the mobile network build-up phase was gradually completed and therefore the demand side cooled. By the mid-2000s most of the demand was in network tuning and optimisation, and significantly smaller numbers of engineers were needed at site. Consequently much of the high valuation of network planning companies disappeared, and mo