Gomes, Iivari, Ahokangas, Isotalo, Sahlin, and Melén
114
utilize this kind of business model framework for further identifying new revenue‐
generating business models. The business model options framework combines the
business model perspective through the 4C model [33,34] and security provisioning
from the scenarios. From a broader perspective, this framework provides us with some
ideas about what, when, how and why elements of business models [28] for different
kinds of organization in different industries. Additionally, the 4C typology of ICT
business models helps us to create a structured formation of all the players involved
in the market and also hints about where the opportunity for more players is. From
a business opportunity creation/identification/discovery point of view, this kind
of framework can be useful for identifying a viable opportunity and subsequently
designing an organization‐specific business model.
This chapter discussed various aspects in relation to business for cyber security in 5G.
We particularly elaborated the business model approach to 5G security provisioning
and provided an integrated framework for illustrating the types of services that we see
emerging from the context of 5G. Security issues not only relate to businesses offering
such services, as cyber threats are a risk to any user or device connected to the Internet.
With the development of ICT and IoT technologies, hyperconnectivity is ubiquitous
and present in situations we previously could not even imagine. However, 5G security is
not just a technical issue, but also involves what kind of business might exist when 5G
hits “full force”. The business model approach can help companies to identify potential
avenues of business opportunities and know how to actually monetize from 5G.
5.6 Acknowledgement
This study has been supported by the DIMECC Cyber Trust program.
References
1 Dobrian, J. (2015) Are you sitting on a cyber security bombshell? Journal of Property
Management, 80, 8–12.
2 Gomes, J.F., Ahokangas, P. and Moqaddamerad, S. (2016) Business modeling options for
distributed network functions virtualization: Operator perspective. In: Conference
Proceedings from European Wireless 2016, pp. 37–42.
3 The 5G Infrastructure Public Private Partnership (2016) 5G PPP architecture working
group: view on 5G architecture. 5GPPP, Brussels.
4 The 5G Infrastructure Public Private Partnership (2016) 5G empowering vertical
industries: Roadmap paper. 5GPPP, Brussels.
5 Zott, C., Amit, R. and Massa, A.L. (2011) The business model: recent developments and
future research. Long Range Planning, 37, 1019–1042.
6 Afuah, A. (2004) Business Models: A Strategic Management Approach. New York:
McGraw‐Hill/Irwin.
7 Alt, R. and Zimmermann, H. (2001) Introduction to special section – business models.
Electronic Markets, 11, 3–9.
8 Chesbrough, H. and Rosenbloom, R.S. (2002) The role of the business model in
capturing value from innovation: evidence from Xerox Corporation’s technology spin‐off
companies. Industrial and Corporate Change, 11, 529–555.
114
utilize this kind of business model framework for further identifying new revenue‐
generating business models. The business model options framework combines the
business model perspective through the 4C model [33,34] and security provisioning
from the scenarios. From a broader perspective, this framework provides us with some
ideas about what, when, how and why elements of business models [28] for different
kinds of organization in different industries. Additionally, the 4C typology of ICT
business models helps us to create a structured formation of all the players involved
in the market and also hints about where the opportunity for more players is. From
a business opportunity creation/identification/discovery point of view, this kind
of framework can be useful for identifying a viable opportunity and subsequently
designing an organization‐specific business model.
This chapter discussed various aspects in relation to business for cyber security in 5G.
We particularly elaborated the business model approach to 5G security provisioning
and provided an integrated framework for illustrating the types of services that we see
emerging from the context of 5G. Security issues not only relate to businesses offering
such services, as cyber threats are a risk to any user or device connected to the Internet.
With the development of ICT and IoT technologies, hyperconnectivity is ubiquitous
and present in situations we previously could not even imagine. However, 5G security is
not just a technical issue, but also involves what kind of business might exist when 5G
hits “full force”. The business model approach can help companies to identify potential
avenues of business opportunities and know how to actually monetize from 5G.
5.6 Acknowledgement
This study has been supported by the DIMECC Cyber Trust program.
References
1 Dobrian, J. (2015) Are you sitting on a cyber security bombshell? Journal of Property
Management, 80, 8–12.
2 Gomes, J.F., Ahokangas, P. and Moqaddamerad, S. (2016) Business modeling options for
distributed network functions virtualization: Operator perspective. In: Conference
Proceedings from European Wireless 2016, pp. 37–42.
3 The 5G Infrastructure Public Private Partnership (2016) 5G PPP architecture working
group: view on 5G architecture. 5GPPP, Brussels.
4 The 5G Infrastructure Public Private Partnership (2016) 5G empowering vertical
industries: Roadmap paper. 5GPPP, Brussels.
5 Zott, C., Amit, R. and Massa, A.L. (2011) The business model: recent developments and
future research. Long Range Planning, 37, 1019–1042.
6 Afuah, A. (2004) Business Models: A Strategic Management Approach. New York:
McGraw‐Hill/Irwin.
7 Alt, R. and Zimmermann, H. (2001) Introduction to special section – business models.
Electronic Markets, 11, 3–9.
8 Chesbrough, H. and Rosenbloom, R.S. (2002) The role of the business model in
capturing value from innovation: evidence from Xerox Corporation’s technology spin‐off
companies. Industrial and Corporate Change, 11, 529–555.