g Business segments Each service is considered for each of the segments Entertainment based on attractiveness and time frame as follows: & leisure Small office/ Home office Relationships - Attractiveness - acceptance, importance, perceived value, likelihood of take-up Health Small & Medium - Time frame window of opportunity, improved enterprise product/service, availability of application/ Finance technology/terminal/access Corporate Timing The above framework was applied to identify the end-user services that would be in demand by each market segment Figure 4.10 A business-oriented view towards the end user Understanding Changing Telecommunications - Building a Successful Telecom Business become taller due to horizontal stratification and tunnelling. Networks in one technology behave like bearers or tunnels (physical and data links layers) for higher layer networks in a different technology. This is very usual with IP (i.e. IP over ATM, IP over frame relay, etc.). In combination with the ongoing technical paradigm shift from a number of vertical networks to a horizontal network, increased attention is justified for a business-oriented view towards the network corner. The view should include a comparison between optional architectures regarding: The revenue potential, for example expressed in a service implementation overview. Chapters 5 and 8 treat this subject. The investment cost aspects. A common expression is CAPEX, capital expenditure, described in this chapter. The operation cost aspects. A common expression is OPEX, operational expenditure, described in this chapter. The performance versus cost aspects. This is regulated in rules for network design and dimensioning. Chapter 7 on QoS brings up the issue. The security aspects when the IP technology is widely employed. See Chapter 6. The time frame is also important for this corner, because of the fast development. 4.3.3 THE TELECOM BUSINESS CORNER Since the early 1930s to the late 1980s telecommunication markets have been regulated monopolistic national mar