5G will change the mobile communication business ecosystem by introducing location specific high-quality wireless networks that can be operated by different stakeholders. This development will change the traditional business models and ecosystem roles, as well as open the market for new local mobile network operators. These operators, such as recently introduced micro operators, can target specific customers in different vertical sectors with closed 5G networks, serve mobile network operator’s (MNO) customers in high-demand areas on behalf of the MNO as a neutral host with open 5G networks, or mix different types of customers and offerings through various hybrid platform business models. This paper discusses business model options for local 5G micro operators, addressing also the different network deployment options and ecosystem constellations. Three generic 5G business models and respective value ecosystems are presented: Vertical business model and ecosystem, Horizontal business model and ecosystem, and Oblique business model and ecosystem. These business models are compared against the opportunities they address, drivers and boundaries of value they may generate, and sources and sustainability of advantages they represent. Finally, scalability, adaptability and sustainability of the business models and ecosystems are examined.

In the sixth generation of mobile communication networks (6G) era, in which the convergence of wireless and Internet technologies will drive the digital economy and automation across industries, the focus of innovation will shift from individual technology or products towards innovation within platforms and ecosystems. This paper provides a comprehensive categorised survey of the 6G business literature and the current state of mobile communication intellectual property value creation across the system architecture layers. The key emerging and enabling technologies of the 6G networks are positioned as applicable to areas of value creation and capture, and an outline of the proposed transformation of technology innovation by considering the 6G system architecture layers is provided. Unlike the existing 6G literature focusing on visions, use cases, KPI requirements, and KVI drivers, this study will extend the discussion to the value-creation-and-capture problem of technology innovators. The role of complementary assets, technology policy, standardisation, and intellectual property in 6G is analysed by profiting from innovation lenses. To gain the full potential and capture value from technology innovation in 6G, it is essential that regulators protect the intellectual property contributions to incentive R&D investments by the developers of open, collaborative enabling technologies. The paper further assesses the business model evolution from the 4G engineering platform to modular 5G and 6G, stemming from ecosystems and open value configurations. The results of the technology value analysis show the emerging 6G business to be an oblique hybrid of vertical and horizontal business models and characterise the future 6G networks as a general-purpose technology.

Radio spectrum is a scarce natural resource, whose efficient management calls for a thorough understanding of its value. A number of spectrum valuation approaches has emerged considering different elements, some with potentially high uncertainty as future profits, total cost of ownership and societal benefits. Spectrum valuation is important in regulators’ 5G spectrum decisions and will face a new situation, where location specific services and higher carrier frequencies give rise to local network operator models. This paper analyses the existing spectrum management and spectrum valuation approaches and identifies key elements to consider, when defining and assessing the value of spectrum especially in the context of future local 5G networks. The growing pressure to open the mobile market for location and vertical specific 5G networks promotes new sharing-based spectrum access models, to allow the emergence of local 5G operators. We characterize the identified spectrum valuation elements in the context of these new local 5G networks from the perspectives of the different stakeholder roles including regulators, mobile network operators (MNOs) and entrant local 5G operators. We further present a spectrum valuation case study of the recent 5G spectrum decisions in the 3.5 GHz band in different countries.

Climate change, the deterioration of the environment and exceeding Earth’s carrying capacity are major threats in operating environment which require new actions in industrialized and digitalized society. In parallel with the global deployment of 5th generation (5G) mobile communication networks, the telecommunication community has already started to envision 6G networks that target the year 2030. This paper discusses the unprecedented opportunities in the future 6G ecosystem specifically from the business perspective and applies a futures-oriented scenario planning method utilized in two strategy workshops in 2020. The paper portrays four scenario themes and a total of 16 alternative future scenarios for the business of 6G. Through the identification of key trends, their interactions, and related uncertainties, the scenario development process generates alternative futures where 6G business strategies are then developed and assessed through the business model perspective. Scenarios were created under four themes: user experience, business, sustainability, and geopolitics and they are discussed in terms of economical, societal, and environmental perspectives. The findings of the paper highlight the achievement of a preferred sustainable future that calls for attention to the privacy and security aspects considering business and regulatory needs: public/governmental, corporate, community, and human perspectives and aims of governance; ecosystem configuration related to users, decentralized business models, and platforms; user empowerment; and the role of service location-specificity. The findings indicate that it is vital to bring together relevant stakeholders to solve sustainability problems within the ecosystem and pay special attention to open ecosystem-focused value configuration and decentralized poly-nodal power configuration, while responding to the diversified demands of various users across the different verticals.

Sustainability has entered all aspects of life, calling for an active approach from the wireless and mobile communications community to help in solving fundamental challenges facing societies. Societal, economic, and environmental aspects of sustainability have become increasingly important design criteria in developing future technologies, along with the United Nations Sustainable Development Goals (UN SDGs) framework that sets specific goals and targets to be achieved by 2030. The role of mobile communications is important in supporting nations and organizations in meeting the UN SDGs in a timely manner, but the whole ICT sector itself, with its critical role as the backbone of society, can create a significant sustainability burden. Research on the next-generation mobile communication networks (6G) has started, aiming at first deployments in 2030, in a new era where sustainability defines its development. Therefore, sustainability, especially through the UN SDGs, and the future 6G wireless networks, cannot be treated in isolation, but a clear connection between them is urgently needed. This paper extends from traditional green communications and energy efficiency considerations in wireless communications to establishing a close connection between 6G and the triple bottom line of economic sustainability, societal sustainability, and environmental sustainability. The paper outlines open research challenges for sustainable 6G development and provides a set of research questions encouraging especially the researchers and engineers in the wireless and mobile communications community to address to realize a sustainable future.

Enabling and empowering the diverse energy resources to have active yet efficient participation in the smart grid and energy market is an unrivaled challenge for the energy industry. This research expands the four dominant archetypes of business models in the energy and electricity market, creating a fifth archetype, the “blockchain marketplace”. The contributions of the study are to identify the extant electricity market designs and architectures as centralized and pseudo-decentralized while proposing a fully decentralized architecture enabled by the blockchain. The research contributes to the literature of smart grids and demand-side management and introduces the value configuration/architecture approach for the energy market and business model domains.