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Mobile operator business game

Mobile operator business game. Juha Kokko. Mobile operator business game. Game that simulates the business environment of mobile operators Purpose of the game is to introduce players simultaneously to many different business areas Learning oriented Does not simulate real world

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Mobile operator business game

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  1. Mobile operator business game Juha Kokko

  2. Mobile operator business game • Game that simulates the business environment of mobile operators • Purpose of the game is to introduce players simultaneously to many different business areas • Learning oriented • Does not simulate real world • Goal of the thesis was to make playable prototype of the game

  3. Modeled games • Demand – supply balancing game • Cellular radio game (WCDMA vs. EDGE) • Multi radio game (cellular vs. WLAN) • Pricing game (usage based vs. flat rate vs. block) • Charging game (Prepaid vs. Postpaid) • Messaging game (SMS vs. MMS vs. e-mail) • Roaming game (bilateral vs. centralized) • Content game (operator charging vs. bit-pipe)

  4. Description of the game • 3-6 teams of players compete against each other • One facilitator runs the game • Facilitators acts as: • Regulator • Customer • Vendor • Financer • Consultant • Game logic helps facilitator manage all of his roles

  5. Description of the game • Game is played in seasons. One season equals one year. • Each season players make new decisions based on market situation that facilitator has generated • New market situations are based on players decisions, demand, regulators’ actions and equipment vendors’ actions

  6. Game modules Save Read Facilitator module Decision module History information Decisions Feedback

  7. Demand • Demand is defined in two levels: • Subscriptions • Services • There are also two types of demand curves: predefined and dynamic

  8. Allocating sales (voice) Image index for voice Image multiplier Motivation of marketing personnel Operational competence index for voice Basic value of service Expected benefit Quality index for voice Customer relationship multiplier Motivation index of R&D personnel Expected value Motivation index of customer service personnle Opening charge Monthly charge Expected cost Averaged calling charge MoU

  9. Allocating sales (data) Image index for data Image multiplier Motivation of marketing personnel Operational competence index for cellular data Basic value of service Expected benefit Quality index for data Customer relationship multiplier Motivation index of R&D personnel Expected value Motivation index of customer service personnel Monthly charge Price of 1 MB Expected cost Average monthly usage Block size

  10. Marketing • Players have to make decisions on three levels • Budget • Division of funds between services • Targeting service specific funds to appropriate customer segments • Facilitator decides the time when a certain customer group is interested about a particular service before the game • Facilitator also decides the limits of successful investment • The interest of customer groups is linked to demand

  11. Marketing Get investment for a target group and penetration level. Is tg relevant? no End yes Is inv. below lower boundary? no End yes Is inv. above higher boundary? no Add inv. to marketing index yes Add higher boundary to marketing index

  12. R&D • R&D actions are done on both services and equipment • Players are not developing equipment but if they want to launch new services they need to increase their awareness about the related technologies • Awareness measured in knowledge levels • Knowledge levels are derived from cumulative investments

  13. Network maintenance • Condition and usage level of network equipment is used in determining the quality experienced by the customer • Investments in maintenance improve the condition of network elements • Accurately timed purchasing decisions will keep usage levels under control • Players need to find a good balance with these parameters

  14. Human relations management • Four different types of personnel included • Marketing • R&D • Customer service • Maintenance • Players have to make decisions about number of employees, salaries and spending on education • Motivation levels are derived from long term decisions • In order to get reliable testing results large part of HRM decision are not in use

  15. Human relations management Personnel Company’s success Player Motivation Investment in development Capacity Wage Strikes Downsizing

  16. Future research • Financing • Roaming • Content • Full implementation and testing of HRM model • User friendly user interface • Tuning of existing algorithms

  17. Thank you for your attention!

  18. Dynamic demand curve Get gprsD, edgeD, wcdmaD, dp gprsD = true & dp < t1 gprsD = true and dp < t4 and (edgeD = true or wcdmaD = true) true true gr = g1 gr = g4 false false gprsD = true and dp < t5 and (edgeD = true or wcdmaD = true) gprsD = true and dp < t2 and (edgeD = true or wcdmaD = true) true true gr = g2 gr = g5 false false gprsD = true and dp < t3 and (edgeD = true or wcdmaD = true) gprsD = true and dp < t6 and (edgeD = true or wcdmaD = true) true true gr = g3 gr = g6 false false gr = 1

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