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The paper analyzes gross upward pricing pressure indices—$$\texttt {iGUPPI}$$ iGUPPI —to assess the anti-competitive effects of mergers between vertically integrated firms where independent rivals are active in the downstream market. Such indices could be used, for example, to screen mergers between mobile network operators that compete with mobile virtual network operators in the downstream retail market. It is shown that the $$\texttt {iGUPPI}$$ iGUPPI for the downstream divisions of the merging firms corresponds to the sum of two well-known upward pricing pressure indices: the $$\texttt {GUPPI}$$ GUPPI concept of Salop and Moresi (Georget Law J, 2009), and the $$\texttt {vGUPPI}$$ vGUPPI concept of Moresi and Salop (Antitrust Law J 79(1):185–214, 2013). However, this simple decomposition does not hold for their upstream divisions a priori. Here, additional effects that are not included in the two concepts arise. Further assumptions with respect to the price reactions of the downstream divisions to increases in the input prices are imposed so that the $$\texttt {iGUPPI}$$ iGUPPI for the upstream divisions is decomposable into an upstream market version of the $$\texttt {GUPPI}$$ GUPPI and the $$\texttt {vGUPPI}$$ vGUPPI .

Mobile Virtual Network Operators (MVNOs) are of immense value to the mobile telecommunications industry as they provide services at an affordable rate to customers and work with Mobile Network Operators (MNOs) who own the telecommunication infrastructure. This is because Mobile Network Operators sell airtime at wholesale rates to Mobile Virtual Network Operators. The Mobile Virtual Network Operators retain their brand name whilst having an arrangement with their host who is the Mobile Network Operator (MNO). This article therefore identifies the bottlenecks experienced by MNOs in establishing relationships with MVNOs in Nigeria. The article also covers the various forms of MVNO business models available in the industry and the types of policies that support the MVNO success and sustainability.

Malicious actions by cyber-adversaries are growing exponentially which makes it difficult to combat cyber-attacks for emerging networked cyber physical systems (CPS) and Internet of Things (IoT). Furthermore, wireless networks - major communication media for most emerging CPS and IoT applications - are highly vulnerable to cyber attacks because of their nature of open communications. In this paper, we evaluate the performance of the cyber deception system to combat cyber adversaries in virtualized wireless networking framework where software defined network (SDN) controller creates mobile virtual network operators (MVNOs) and continuously senses the network, observes the connections and creates deception MVNO to direct cyber adversaries. The deception MVNO can be used to learn about cyber adversaries in terms of their capabilities, intent and how much damage they can do in the system and so on. Thus, the cyber deception can help secure legitimate users from cyber adversaries. Performance of the proposed approach is evaluated with results obtained from Monte Carlo simulations.

In many countries, mobile virtual network operators (MVNOs) provide mobile network services to users by leasing the wireless bandwidth from mobile network operators (MNOs). To attract many users and increase the number of subscribers, some MVNOs introduce the strategy called zero rating (ZR) which exempts traffic of specific content providers (CPs) from usage-based charging. The ZR differentiates traffic of specific CPs from that of other CPs, so the ZR violates the principle of network neutrality, and the ZR is prohibited in some countries. However, to clarify the desirable rules against the ZR, we need to analyze its impact on end users. In this paper, we investigate the charging strategy of ZR MVNOs by analyzing the price plans of major MVNOs in Japan. Moreover, we model the dynamics of the MVNO market consisting of low-price (LP) MVNOs and ZR MVNOs by the evolutionary game which can model the dynamics of social environment described by strategic distribution. We show that the MVNO market will be monopolized by MVNOs using either strategy, and the monthly fee of users will increase at the steady state. Therefore, we conclude that ZR MVNOs are required to introduce a service plan for users who do not benefit from the ZR.

This work concerns of some aspects of the customer relationship management system for mobile virtual network operators. The aim of this work is to present a model of a cloud based customer relationship management system dedicated to mobile virtual network operators that will be integrating and using customer information obtained from mobile network operators. The system is developed into cloud environment, which allows for easy flow of data between mobile virtual network operators and a mobile network operators.

Recent years have witnessed the rapid growth of mobile virtual network operators (MVNOs), which operate on top of the existing cellular infrastructures of base carriers while offering cheaper or more flexible data plans compared to those of the base carriers. In this paper, we present a nearly two-year measurement study towards understanding various key aspects of today's MVNO ecosystem, including its architecture, performance, economics, customers, and the complex interplay with the base carrier. Our study focuses on a large commercial MVNO with \reviseabout 1 million customers, operating atop a nation-wide base carrier. Our measurements clarify several key concerns raised by MVNO customers, such as inaccurate billing and potential performance discrimination with the base carrier. We also leverage big data analytics and machine learning to optimize an MVNO's key businesses such as data plan reselling and customer churn mitigation. Our proposed techniques can help achieve %will lead to higher revenues and improved services for commercial MVNOs.

The customer number of Mobile Virtual Network Operators (MVNOs) is increasing in Japan, though the mobile phone market in Japan was mainly shared by three Major Mobile-Carriers (3MMC): docomo, au and SoftBank. The purpose of this study is to understand the preference for 3MMC vs. MVNOs considering the current mobile-phone market. In order to clarify the difference of the characteristics between 3MMC customers and MVNO customers, we classified these two customer segments into two customer segments: stable customers and unstable customers, respectively. Stable customers mean customers who would like to continue to use the same mobile carrier. We analyze the differences between two segments: stable 3MMC customers and stable MVNO customers on the basis of a new original survey conducted in January 2018. And we analyze the differences between iPhone users and Android phone users in each customer segment. Supervised learning models to create differential descriptions of these customer segments are constructed in order to clarify the differences between these segments

Globally, mobile virtual network operators (MVNOs) are popular among subscribers in established MVNO markets of America, Europe and Asia-Pacific, where regulatory authorities have allowed them to operate. Their revenues and subscribers have grown fast during last few years. Globally, MVNOs had 134 million customers, with a revenue of more than 25 billion USD in 2014. The Indian government intends to allow MVNOs in the Indian telecommunication market. The government’s approval to allow MVNO’s will open up new opportunities for firms which intend to launch MVNOs. Given the impending introduction of MVNOs in India and its importance, this research article focuses on determining the key factors that will influence MVNOs in India. The study also attempts to identify inter-linkages among various factors and develops a model that would be helpful for industry and academia in getting a better understanding of factors that will drive MVNOs in India. Grounded theory was used to identify the key factors and total interpretive structural modelling (TISM) was used to understand the hierarchy amongst various factors and interpret the relationship amongst them. The identified factors were empirically validated using factor analysis. Key managerial insights were obtained by developing a model for the set of factors, specific to the Indian context. The hierarchical model developed during the study provides a better understanding about relationships between various factors of interest. The research findings can immensely benefit potential MVNOs in identifying the areas they should focus on in the Indian context. Findings report that factors, such as reservation of spectrum capacity by the government, spare radio spectrum, differentiated value-added services (VAS) offered by MVNOs, willingness of mobile network operators, competitive intensity, wholesale tariff regulation, MVNOs’ business strategy and retail tariff, will play a key role in MVNOs’ success in India.

Economic and technical features are equally important to radio resource allocation in wireless network virtualization (WNV). Regarding virtual resource (VR) as commodity, this paper proposes an effective VR allocation scheme for WNV from the perspective of the market-equilibrium theory. First, physical meaning clear utility functions are defined to characterize the network benefits of user equipments (UEs), infrastructure providers (InPs) and virtual network operators (VNOs) in WNV. Then, the VR allocation problem between one InP and multiple VNOs is formulated as a multi-objective optimization problem. To reduce the algorithm complexity, the multiple-objective problem is first decoupled into two single-objective sub-problems. The supplier-layer sub-problem aims to maximize the benefit of the unique InP, while the customer-layer sub-problem aims to maximize the benefits of the multiple VNOs. Both of the separated sub-problems are solved by using standard convex optimization method, and are combined by searching for the equilibrium-price (EP) of the VR market. As a result, the Pareto optimal solution of the original multi-objective problem is found, at which no one (the InP or anyone of the VNOs) can increase its benefit by deviating the EP without hurting others’ benefits. The effectiveness of the proposed VR allocation scheme is testified through extensive experiments.

In this paper, we propose a game-theoretic model of the mobile network market. The market is presented by three sides: primary mobile network operators (MNO), mobile virtual network operators (MVNO) and consumers of the services. MVNO are mobile operators without their own infrastructure. They buy resources from MNO and compete with other MVNO for the consumers selling a service in the mobile network market. We construct a two-stage game. In the first stage, MVNO (players) select the MNO, one or several, and then announce the price for their service for the consumers in this MNO. After the profile of prices is determined, the consumers are distributed among MVNOs following the logistic function. The equilibrium in this two-stage game is constructed. For identical consumers, the analytic formulas for the solution are derived. Funding Agencies|Academy of FinlandAcademy of Finland [296572, 316908, 311648]; Center for Industrial Information Technology (CENIIT) [17.01]; Russian Fund for Basic ResearchRussian Foundation for Basic Research (RFBR) [16-51-55006, 16-01-00183]; Shandong Province Double-Hundred Talent Plan [WST2017009]

[EN] Network slicing is gaining an increasing importance as an effective way to introduce flexibility in the management of resources in 5G networks. We envision a scenario where a set of network operators outsource their respective networks to one Infrastructure Provider (InP), and use network slicing mechanisms to request the resources as needed for service provision. The InP is then responsible for the network operation and maintenance, while the network operators become Virtual Network Operators (VNOs). We model a setting where two VNOs compete for the users in terms of quality of service, by strategically distributing its share of the aggregated cells capacity managed by the InP among its subscribers. The results show that the rate is allocated among the subscribers at each cell in a way that mimics the overall share that each VNO is entitled to, and that this allocation is the Nash equilibrium of the strategic slicing game between the VNOs. We conclude that network sharing and slicing provide an attractive flexibility in the allocation of resources without the need to enforce a policy through the InP., This work has been supported by the Spanish Ministry of Economy and Competitiveness through project TIN2013-47272-C2-1- R (cosupported by the European Social Fund) and by Institute ITACA-UPV through “Convocatorias Ayudas 2018-5”.

We demonstrate a VNF implementation of a sliceable PON architecture which has been optimised using DPDK data plane acceleration techniques. This gives Virtual Network Operators optimal control over capacity scheduling in a large scale multi-tenant PON environment.

This chapter introduces the concept of cloudification of mobile operators and presents a new platform called TaaS in a cloud environment. In addition, new threats introduced by TaaS and the prevention mechanisms to resist them are discussed. We propose a security framework to mitigate security threats based on the cloud deployment model to achieve TaaS security.

We propose an economic-robust auction mechanism for multi-tenant PON's capacity sharing that operates within the DBA process. We demonstrate that our mechanism improves PON utilization by providing economic sharing incentives across VNOs and infrastructure providers.

This chapter is one of two chapters that outline some of the legal processes that may be required before searching a mobile device. Before an actual examination is conducted, some forms of legal process must be met. These can be categorized into three main choices: consent to search, exigent, and search warrant. Consent to search should address issues with revocation, where the search will take place, and how the owner can stop the search. Investigators must have an understanding of the two main types of networks. These are mobile network operators (MNOs) and mobile virtual network operators (MVNOs). There are just a few MNOs within the United States. MVNOs, however, are far more common. MVNOs do not have their own infrastructure and rely on MNOs to work. When determining a target number, investigators must be aware of application numbers. There are free, as well as law enforcement sites, that can aid in determining who services the number. Search.org can be used to confirm the number.

Mobile virtual network operators (MVNOs) are mobile operators without their own infrastructure or government issued spectrum licenses. They purchase spectrum resources from primary mobile network operators (MNOs) to provide communication services under their own brands. MVNOs are expected to play an important role in mobile network markets, as this will increase the competition in retail markets and help to meet the demand of niche markets. However, with the rapidly increasing demand of mobile data traffic, efficient utilization of the limited spectrum resources owned by MVNOs has become an important issue. We propose here a resource sharing mechanism between MVNOs against the background of network functions virtualization (NFV). The proposed mechanism enables MVNOs to improve their quality of service (QoS) by sharing spectrum resources with each other. A nash bargaining solution based decision strategy is also devised to ensure the fairness of resource sharing. Extensive numerical evaluation results validate the effectiveness of the proposed models and mechanisms.

This paper extends previous research examining wholesale market shares of mobile network operators (MNOs). This study demonstrates that wholesale market concentration has decreased over time because of the increase of competition of MNOs for hosting mobile virtual network operators (MVNOs). However, differences in wholesale market shares between MNOs have not disappeared. We propose that those operators that are late entrants in a market and belong to an international group with a proactive attitude towards hosting virtual operators positively influences wholesale market shares of MNOs. The empirical analysis is based on a panel data from 2000 to 2010 corresponding to MNOs and virtual operators in five European countries with high development of the virtual mobile industry. By closely examining KPN we show how being an international mobile group specialising in the wholesale market across Europe has enabled it to exploit complementarities that exist between traditional and virtual businesses.

The rise of new types of business models with service providers, content providers, and virtual network operators entering in competition with traditional telco operators is reducing revenue margins, making cost-effective provisioning mechanism a necessity. Costly massive overprovisioning needs thus to be replaced by more intelligent dynamic resource allocation. In addition, it is increasingly recognized that many upcoming 5G applications and services will require assured end-to-end quality of service. Operators have thus started to look at network function virtualization and software-defined networks (SDNs) as means to address the challenges of cost-effective and highly dynamic end-to-end provisioning. In this paper we present a test case of an SDN-driven end-to-end service orchestration using a transport API called the control orchestration protocol. Our testbed, interconnecting a core network (within the Telefonica premises in Madrid) and an access network (within the Trinity College of Dublin facilities), demonstrates the possibility to operate sub-second end-to-end capacity reservation, showcasing SDN provisioning across multi-domain networks. © 2017 Optical Society of America.

PurposeThis study aims to analyze how the mobile virtual network operator (MVNO) market in Korea will evolve, the opportunities and/or threats of network operators and how the MVNO market will be forged in the future.Design/methodology/approachThis study provides competitive analysis, market evaluation and current regulatory assessment of the Korean MVNO marketplace.FindingsWhile there are many positive prospects of MVNO in Korea, a series of complicated techno‐economic issues arise.Practical implicationsThe current development of MVNO sheds light on the growing challenges of the dynamics of industry, regulation and technology.Social implicationsWhile MVNOs continue to flourish in some markets, their diffusion in other regions is often very limited and continues to drastically decrease.Originality/valueThe results suggest a sustainable ecosystem of MVNO and propose an appropriate policy to promote MVNO diffusion.

An MVNO that targets a specific community is called an ethnic MVNOs. It operates in highly saturated telecom markets with sizable expat population. Its basic objective is to further enhance competition in saturated mobile telecom markets. It is becoming popular among expat/migrant communities due to the low cost services of MVNOs in their native language. The paper presents an analysis of sixteen ethnic MVNOs with respect to their operating and marketing strategies, areas of operations, targeted communities, and their MNO partners. Further, the paper presents customer relation management strategies of ethnic MVNOs. The author also discusses a distant possibility of ethnic MVNO scenario in India with the introduction of MVNO regulation by government.

While mobile virtual network operators (MVNOs) increase competition in the mobile telecommunications industry, granting market access to MVNOs may have unwanted consequences. In particular, infrastructure investment by incumbent mobile network operators (MNOs) may be smaller. This paper examines the effects of MVNO entry and access regulation on the investment behavior of MNOs. It uses firm-level data for 58 MNOs in 21 OECD countries during 2000-2008. The results suggest that mandated provision of access is related to lower investment intensity of MNOs, while voluntary access provision has no effect. Although reduced investment incentives do not necessarily correspond to under-investment, this underscores the need for those countries where MVNOs are provided access to address the issue of investment incentives.

In this paper, various equilibria are analyzed according to the leader-follower relationship between vertically integrated incumbents when downstream entries are present. This analysis broadens our understanding of the incentives involved in deciding the wholesale price, which can be applied to explain the different situations of diffusion of mobile virtual network operators in the telecommunications market. Several implications are derived to facilitate effective policy formulation and management.

Mobile virtual network operators (MVNOs) offer mobile telecoms services by purchasing capacity from mobile network operators (MNOs) and competing with the latter at the retail level. This paper employs a two stage model and analyses to what extent MVNOs may exert a competitive constraint on MNOs. In the first stage MNOs determine both their wholesale and retail capacities. In the second stage MNOs and MVNOs compete in the retail market. It is found that MNOs host MVNOs if and only if the latter do not exert a competitive constraint on MNOs' retail businesses. Thus, absent access regulation, MVNO entry may happen but is unlikely to reduce consumer prices. The results do not depend upon the scarcity of capacity.

This article explores the relationship between competition law and economic regulation with respect to the allegation that mobile network operators might coordinate by refusing to provide wholesale access at the upstream level to mobile virtual network operators.

To assess the strategy adopted by the mobile virtual network operators (MVNOs) and the factors that affect the development of this mobile market, this study analyzes the MNVO sector from 2 perspectives: the exogenous factors including the consumer, industry, regulation, and technology characteristics; and the generic strategies that have been adopted by successful MVNOs in various Organization for Economic Cooperation and Development markets. Although cost leadership was found to be most prevalent initially, as the mobile market begins to be infused by high-capacity networks and value-added services, MVNOs are more inclined to apply multiple generic strategies and non-price competition. The strategies of differentiation and focus are practiced in addition to, not in place of, the cost leadership strategy. This study also found that countries with higher third-generation (3G) license fees tend to have higher levels of MVNO development, suggesting that the economic pressure created by the high 3G license fee might contribute to the deployment of MVNOs in a country. ACCESS TO FULL TEXT

This chapter briefly covers important aspects of mobile forensics for those investigators who have little to no experience, or have dealt only with computer forensics. It explains both mobile network operators and virtual network operators and how to determine your target number. It also discusses typical evidential areas located within the SIM file system and how to triage both powered “on” and “off” mobile evidence. The chapter concludes with explaining some of the manual tools and utilities that can be used for mobile forensic exams.

Currently, India stands second in the world in terms of the number of mobile subscribers. This success can be attributed to the regulatory strategy of encouraging private players and maintaining a competitive environment. There has been an exponential growth in the number of wireless subscribers over the years and the telecommunications sector has reinforced the economic growth wave of the country.

Purpose – Although there has been some discussion of virtual operations, especially those of mobile virtual network operators (MVNOs), in the literature, there have been very few full‐scale case studies. This case study aims to examine the strategy of a very large virtual operator, Tele2.Design/methodology/approach – The procedure of the study is to examine the meaning of the term “virtual operator”, to see how this can be applied over time to Tele2 and hence to determine whether Tele2's success has been dependent on using a virtual operator model.Findings – It is established in the paper that Tele2's initial success was closely linked to its virtual operator status, but also that it has increasingly tended to behave like an infrastructure‐based operator as the competitive landscape has evolved.Research limitations/implications – There are strictly no other operators directly comparable with Tele2.Originality/value – Case studies in the field of virtual operations are scarce and limited in their scope. Th...

With rapid development of new network technologies, demands of network users grow dramatically. Primary mobile network operators (POs) cannot meet the demands of users. Therefore, secondary mobile virtual network operators (SOs) emerge to alleviate pressure on the network market. Obviously, the competition becomes more serious, for users have more choices for operators based on their requirements. Because all operators want to get their maximum profits, the main research of this paper is to obtain the maximum profits for one PO and one SO through pricing which uses Stackelberg leader-follower game. We have considered the changes of users' demands, got the real-time equilibrium pricing point, and finally proved the correctness of our method.

Recent industry trends suggest a new phenomenon in the mobile market: mobile virtual network operators or MVNOs that operate on top of existing cellular infrastructures. While MVNOs have shown significant growth in the US and elsewhere in the past two years and have been successful in attracting customers, there is anecdotal evidence that users are concerned about cellular performance when choosing MVNOs over traditional cellular operators. In this paper, we present the first systematic measurement study to shed light on this emerging phenomenon. We study the performance of 3 key applications: web access, video streaming and voice, in 2 popular MVNO families (a total of 8 carriers) in the US, where each MVNO family consists of a major base carrier and 3 MVNOs running on top of it. We observe that some MVNOs do indeed exhibit significant performance degradation and that there are key differences between the two MVNO families.

In this paper, we apply the concept of software-defined data plane to defining new services for Mobile Virtual Network Operators (MVNOs). Although there are a large number of MVNOs proliferating all over the world and most of them provide low bandwidth at low price, we propose a new business model for MVNOs and empower them with capability of tailoring fine-grained subscription plans that can meet users' demands, for example allocate abundant bandwidth for some specific applications, but the rest of the applications are limited to low bandwidth. For this purpose, we propose application and/or device specific slicing that classify application and/or device specific traffic into slices and apply fine-grained quality of services (QoS). We also introduce various applications of our proposed system.

The article looks at the growing phenomenon of mobile virtual network operators (MVNOs) and its impact on the cellular establishment. In the strange new world of MVNOs, the unconventional is practically the norm in more than one sense. One of the ways in which the MVNO concept breaks away from conventionalism is by allowing companies with little or no background in telecoms to become a telecoms supplier. As its name indicates, a "virtual" network operator does not own what for any other traditional operator is its most precious asset - a network. Whenever a new MVNO decides to start competing in a market generally dominated by a few established players, it has no choice but to partner with one of them in order to buy the airtime at wholesale rates that it then resells to its subscribers. The degree of success - or failure - awaiting every MVNO entrant depends, to a great extent, on how well the company negotiates the terms of its contract with the incumbent of choice. The article takes as an example the launch of the easyMobile MVNO.

Mobile termination rate, degree of asymmetry, and degree of substitutability are the elements which mostly characterise the mobile telecommunication market complexity. However, if mobile termination rate is considered as a primary item to be examined and regulated, the degrees of asymmetry and substitutability which characterise and define the structural aspects of the market are often not considered as strategic variable for the market competition. In this paper, a model has been defined to analyse the strategic consequences of the regulatory interventions on modalities about the adoption of mobile termination rates. The analysis of the results obtained by the model, based on numerical simulations, has been focused on retail price strategies, market shares erosion, and profit allotment of real and virtual mobile operators under variations of economic and structural characteristics, in the attempt of providing suggestions for decision, strategic and regulatory process.

Cloud computing is one of the most widely used terms in IT today. Some experts regard cloud computing as hype, but others believe that clouds will have a longer future. Although web 2.0 companies have warmly welcomed clouds, mobile operators have taken a more cautious approach to this new phenomenon. However, new opportunities are opening up to operators, and a number of steps can be followed to take advantage of this development. First of all, the Open Telco concept underlines the power of open APIs that are important prerequisites for the clouds. Secondly, operators can start to utilize clouds in their own infrastructure. However, the operators that have most to gain from cloud computing are the Mobile Virtual Network Operators (MVNO), and this paper focuses on them in particular. The research methodology is based on an action research and data analysis. MVNO experts were interviewed twice according to the Delphi method. The main findings were verified with a proof of concept. Finally, the results are critically evaluated, the next research topics are proposed and conclusions are drawn.

Nowadays, MVNOs are entering the market with the aim of providing new services in the mobile telecommunications industry. Current studies show that having an active and sizable mobile communications market, owning the necessary technological infrastructure, and developing the imperative regulations are critically important factors for MVNO market development. In this respect, this study aims to portray the state of MVNOs in the global market and analyze the potential of the Turkish market. At the global level, MVNOs are rapidly developing in countries where the GSM market is already active and the consumer market hosts many segments with the potential to respond to different types of value-added services. As for Turkey, this market carries a high potential because of its active mobile communications industry providing a rich base of potential customers and an extensive variety of brands, companies, or institutions that could be willing to enter this new business realm.

The purpose of this study is to examine cross-national data in order to identify possible factors related to the observable patterns of Mobile Virtual Network Operator (MVNO) penetration. For this purpose, a mobile market structure is analyzed considering important economic factors related to the penetration of MVNOs. MVNOs have gained popularity in the Western markets, but have a dismal track record in non-Western regions. In comparing the different regions, this study analyzes how the MVNO market has changed and what opportunities and/or threats network operators and potential MVNO entrants are likely to face. This study conducts an economic assessment of market structure and environment for different countries’ MVNO penetration. The data on market structure is analyzed by means of cluster/factor analysis techniques in order to group countries according to their market environments. Then, regression equation analysis is used to investigate the relations of MVNO penetration and independent variables. The results show that MVNO penetration significantly relates to market structure and performance. These results also imply an appropriate policy to promote MVNO diffusion.

Digital convergence brings new players in the telecom market and the Mobile Virtual Network Operators (MVNO) are an alternative way for companies to enter the 3G telecom market and start offering services. This chapter aims to contribute to the assessment of the market conditions, architectures and potential for profitable business cases of MVNOs aiming to operate in the mature and competitive markets. The results and conclusions provide guidelines for the wide audience of mobile market players and media companies, spanning telecom operators to regulators and academia. In the following, the necessary background information is presented, quantitative figures such as Net Present Value, pay-back period, investment cost, revenues and running cost for different MVNO business cases are estimated and compared. The MVNO’s impacts on a MNO operator and the effects of MVNO collaboration with a WLAN operator are analyzed with the same method and figures.

Examines the emergence of Mobile Virtual Network Operators in to mobile communications business which has steadily been growing and it will almost certainly grow also in the future. Endow with definition explicate the idiosyncratic features of MVNO. Along with the regulatory background of MVNOs, gives both for and against views on regulatory intervention. Furthermore, enlightens the regulatory environments at EU, European and Asian level regarding MVNOs. As a case study analysis UK MVNO business environment. Concludes with suggesting future prospects and critical success factors for MVNOs.

In the development of the following article is an analysis of some of the migration scenarios third generation mobile technologies for fourth generation mobile technologies, in order to select which is the most suitable migration scenario for mobile operators Colombia, taking into account the characteristics of the market and the needs that are more optimally suited for the needs of mobile operators in the country, the whole development of the article is based on operators with own infrastructure is not analyzed migration characteristics of mobile virtual network operators.