 that attracts end users, gives a good negotiation position when deciding the charging between roles. Regarding economy of scale the telecom market is expected to follow the horizon- talization of the computer market, creating economy of scale in hardware (HW) and software (SW) layers, like Compaq (HW) and Microsoft (SW) have done within the computer market. Mobile Actors, Chains In response to the increased importance of services, mobile network operators are trans- forming their organizations into separate entities for network and service provisioning allowing the different parts to focus on their core competencies. The focus for the net- work provider is cost control, efficiency and economy of scale for the network operation. The focus for the service provider is to compete for users by service offerings and differen- tiation and to manage the user interface including billing and customer care. This division allows the network provider to offer its network capacity to several service providers in order to get maximum traffic in the network and optimize return on investment. Adding value (content provider, application provider, application service provider, portal...) Bridging distance (operators, access providers, carriers...) Figure 4.26 Trend in development of revenue distribution Telecom Business The service layer business environment (Figure 4.27) is getting increasingly more com- petitive as new roles are emerging. Telecom operators wanting to expand their business to other markets or technologies, and non-telecom companies wanting to extend their cur- rent business through mobile services are all partnering with network providers to launch themselves as MVNOs. See Section 4.4.1. The business models for the different roles are centred on their core businesses. Each type of role may have local or global ambitions. Many MVNO candidates lack wireless service expertise and are wary of the operational costs and complexities involved in running a wireless business. MVNOs benefit when a mobile virtual network en