erators. Similarly, many of the features of early smartphones such as iPhone 3 were Unanticipated. Being able to connect easily to the internet or use many applications were highly novel. Many of these features are nowadays Expected. Broadband Telecommunications Technologies and Management Unanticipated Added value features that go well beyond the expectations and desires of customers Desired What customers know and may like to have, but do not expect as the competitor does not provide it Expected What customer considers normal for you and your competitor Basic The most fundamental service the customer expects: without it you are not in the business Figure 2.9 Value proposition hierarchy levels Value Configuration Value configuration is the list and role of players that contribute to the provision of a product. A valuable contribution is made by each player towards the final product. These players may exist within the same organisation and be fully coordinated. They may also be different com- panies and form a supply chain to produce and deliver the final product. Value proposition by any individual player may be mixed and matched with a different group towards delivery of different and at times competitive products. While any final product depends on each of these contributions, the reverse is not true: any individual player may opt out of supplying. An example of internal company value configuration is shown in Figure 2.10 where different functional groups within an organisation contribute value towards a final product. A value chain is the collection of all activities that are carried out by a company to produce a value for a customer. It is defined by Michael Porter to consist of [11]: Primary activities, such as logistics, manufacturing, marketing Support activities, such as human resource management, research and development Primary activities build on contributions of other groups within the firm whereas support activities contribute to the entire chain. A company makes profit by charging a price for the p