er 1). Or it may be very complex, as in the provision of broadband telecommunications services to 100% of the Australian population as in the case of the Australian NBN. Value configuration on the other hand focuses on how many organisations and entities work together to deliver a value to an end-user. For example, how government, military, local security and horsemen worked together to realise the Royal Mail of the Persian Empire, or how network designers, manufacturers, retailers, content providers work together to provide the broadband ser- vices of the NBN [9]. Value Proposition A product value proposition, and the price that it commands, can be analysed using a value hierarchy model. This hierarchical model is shown in Figure 2.9 where four levels have been defined [10]. These values start at Basic which is the most fundamental aspect a customer expects and without which the product will not sell. For example, in telephony this can be connectivity to other subscribers. Next is Expected value, which a customer may consider normal for the product and which all players may reasonably be expected to provide. In tele- phony this can be good quality of lines. Following this is Desired which includes features that are known to customers but which are not expected as they are not offered as standard. For telephony this may be an answering service. At the top of the hierarchy is Unanticipated which includes features which go well beyond what a customer knows or expects. For tele- phony in the 1980s this may have been mobility. This value hierarchy model is useful in setting a product's price: as one moves higher in the value hierarchy, one expects to pay more for receiving these higher values. It is important to note that value hierarchy is not static. What may be a Desired value today is likely to evolve over time to become a Basic value. An example is text messaging over mo- bile networks: it was a Desired, even Unanticipated value in the 1980s. However, by the 1990s it was a Basic service provided by all mobile op