ve service providers [13]. This leads us towards the convergence of media and telecom which has been under evaluation for the last few years. Although this convergence has been discussed in many quarters, the opportunity is still facing many uncertainties. This opportunity is for both players but its extent in the short term is still a question mark. For mobile network operators it means they will have, though smaller, another source of revenue. For media companies it means they will have another powerful channel through which to distribute their content. The opportunity needs to be thoroughly evaluated by both parties; any exaggerations could lead to disaster. If one party tries to step into another's shoes it will face a lot of daunting challenges. For mobile operators it will be challenging to conduct the entire value chain activities for content provisioning of their own. The key value chain activities for content provisioning as shown in Figure 13.6 includes content ownership and development, content acquisition and management, content publishing and aggregation, content service provisioning and content delivery which were described in Chapter 11 [14]. The mobile operators not only need to identify the right content that needs to be delivered, but also technology (DVB-H, MediaFlo, etc.) and the end-user device. To succeed, the operators need to enhance their understanding of the content delivery value chain and decide what part and to what extent they intend to play. For media firms, the step into cellular business will be a totally new ballgame and will require a new mindset. Recap and Future Outlook Content Content Content Content Content Ownership/ Acquisition/ Publishing/ Service Development Delivery Management Aggregation Provisioning Customer Figure 13.6 Value chain activities for content provisioning. Reproduced with permission from © 2008 Strategy Analytics Inc. [14] The dilemmas for operators lie in the make or buy decision around content related activities. They both need to acquire significant cap