 is supposed to support the service plan. Telecom Business Discretionary investments New network solutions and elements Existing network Capacity Investment solutions and expansion decisions elements program Requirements Marketing on the Baseline Business network Corporate company planning management Service Procurement, offerings of solutions Business Service & \services Network Forecast network objectives Statistics dimensioning design Service & Service Measurements content & Technical network design marketing plans Revenue Billing Telecom implementation management Operation Start of Installation customer' operation services Network Network provisioning configuration End users Supervision integration CAPEX Maintenance Figure 4.33 The operator process is an excellent tool to analyse the cost impact of various solutions The service plan is treated in Chapter 5 and the service implementation plan is treated in Chapter 9. The overall telecom business processes could be described as part of a continuous and dynamic cycle, starting with business development, leading to network design and implementation, going through network operation (which in turn will feed new input data) and coming back to a new business development phase, to start a new cycle. From this perspective the corporate management takes care of handling this cycle a way where the main business objectives, including not only short-term financial goals such as profitability or market share (lagging indicators) but also business development leading indicators (customer satisfaction, branding, etc.), are satisfied. Figure 4.33 shows this dynamic approach to telecom business. It is important to reflect that even when the network, with its continuous upgrades and transformations might be considered the main protagonist of this cycle, it is in reality just a means to sat- isfy the demands the end users have for attractive services devised and offered by the telecom operator. It is curious then to realize that most of telecom business literature focuses on netw