fforts (see https://www.5gnetworkarchitecture.com/network slicing in - 5g/). This figure shows the four-step calculation of how this number is arrived at. The numbers are in billions of USD. Key modeling steps Key assumptions Step 1: Aggregation of external reports on industry digital: Allocate digital revenue ~3800 Full ICT value chain (SW, HW, services,...) potential across industry All industrial use cases (B2B, B2G, B2B2X) segments Addressable by all ICT players Breakdown of mobile-enabled share by use case: Step 2: Isolate 5G mobile-enabled ~1490 5G created (100%) 5G enhanced (75%) revenue across segment- 5G independent (0%) specific use case Assessment of slicing-enabled share per use case: Step 3: Most likely slice (60%) Isolate slicing-enabled Likely slice (30%) revenue for each use cases Not likely slice (10%) None (0%) Step 4: Isolate CSP addressable Estimated value chain and CSP addressability per 5 value chain steps, based on 4 categories slicing-enabled revenue of use case business model archetypes for each use case Figure 13.15 - The potential revenues for CSPs from network slicing A further industry sector-wise distribution of the CSP's revenue is shown in Figure 13.16. Healthcare shows the largest share, followed by Government or the public sector. 21% Healthcare 17% Government 15% Transportation 14% Energy and utilities 12% Manufacturing 11% - Media and entertainment 6% - Financial services 3% Retail 200 BUSD 2% Agriculture of industry value in top 6 industries 23%-46% CAGR in each industry (2025-2030) Figure 13.16 - Industry-wise potential revenue distribution from network slicing Use cases of network slicing The source for Figure 13.15 and Figure 13.16 is Network slicing: A go-to-market guide to capture the high revenue potential by Ericsson and Arthur D. Little. Next, we will look at plotting these use cases using a network slicing triangle. Figure 13.17 shows the network requirements versus the enablers for network slicing. This provides a simple view for CSPs as they plan their phased invest