fferent for carriers and other actors exclusively working internally in the value chain.) Expenses are represented by the corresponding operating cost and investments in the network. Below the line is the total network, ideally designed as a tailored platform for the business plan services. Total capital is therefore mainly represented by the overall value of the network. (To a much smaller extent there are also investments above the line.) For actors that are internal in the value chain the situation will look different. Summing up, the business plan is a key tool in the actor business in order to make the company work internally coordinated towards a common target. Today this is more important than ever because of the paradigm shift, illustrated by Figure 4.32. Income enabler: services Consumer list Enterprise list Servers OPEX/ CAPEX Capital employed = Telecom network platform investments Figure 4.31 Connecting the business plan to ROCE New regulation Globalization Competition Consolidation Traffic growth Mobility Internet/Intranet Network convergence Old telecoms world New telecoms world Expanding infrastructure and Flexible and service-independent adding subscribers infrastructure Figure 4.32 The paradigm shift Understanding Changing Telecommunications - Building a Successful Telecom Business 4.5.2 WHAT IS A BUSINESS CASE? A business case: is a tool (with sub-tools as indicated in Figure 4.32) describes the impact of a decision. is an analysis that supports decision making by showing the incremental added tangible and intangible value to a business that follows from an investment. A business case is a tool to facilitate the evaluation of the economical risks. For example, what are the benefits of the introduction of new services and related investments? In principle, both the marginal investment cost required by the new service and the assumed revenues created by the service should be calculated, e.g. using a traditional net present value (NPV) method. The method is explained in Appendix 2. While the margina